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This study investigates the situations in which productive organizational energy (POE) and organizational performance increase through customer passion, that is, perceived customers’ affective commitment and customers’ positive word-of-mouth behavior. We integrate research on POE with research on customer influences on employees. Based on emotional contagion processes we develop hypotheses for the energizing influences of customers at the organizational level. We test the hypotheses using a dataset containing 495 board members and 8,299 employees of 152 organizations. The results show that customer passion is positively related to POE, which is in turn positively related to organizational performance. Furthermore, the findings indicate that the effect of customer passion on organizational performance through POE depends on top management team’s (TMT’s) customer orientation. By providing first insights into the linkages and contingencies of customer passion, POE, and organizational performance, this study puts forth a more holistic understanding of the energizing effect of customers on organizations.

This study aims to analyze the antecedents and consequences of customers’ actual and ideal self-congruence in the tourism and hospitality context. This research analyzes playfulness (e.g. creative- and enjoyment-based), self-congruence (e.g. actual and ideal self-congruence) and passion (e.g. harmonious and obsessive).

Data were collected from 350 integrated resort customers in the USA, and the hypotheses were examined using partial least square-structural equation modeling.

Findings suggest that creative-based playfulness significantly and positively influences the different types of customers’ self-congruence. Moreover, a fit between integrated resort brand and customers’ actual and ideal self leads to their harmonious and obsessive passion toward integrated resort brand.

In the integrated resort setting, customers’ attitude toward innovation served as the antecedent of self-congruence and passion. The proposed model can be used to other sectors, such as hotels, restaurants and casinos.

The present study contributes to integrated resort service providers through the provision of several insights into how they can manage integrated resort brands.

This study contributes to the service research and extends previous studies in several important ways. Although previous studies have focused on analyzing the effect of the playfulness of product on customers’ behavior, the current study moves a step further by assessing its relationship with dual types of image congruence and passion in the tourism and hospitality setting.

Based on the stimulus–organism–response (SOR) model, the aim of this study is to explore the impact of brand experience (BE) on brand loyalty, with the mediation effect of emotional brand attachment (EBA) dimensions, specifically brand passion, self-brand connection and brand affection.

The study utilized a sample of 278 smartphone users in Lebanon. A questionnaire was used for data collection and a mediation analysis was employed to test the hypothesized relationships.

The findings revealed that experiential brands promote long-lasting brand loyalty through building brand passion, self-brand connection and brand affection.

To achieve a long-standing brand–consumer relationship, marketing managers should enhance and augment experiential marketing practices as this triggers deep emotional links and builds strong emotional ties with customers.

In contrast to previous studies on BE and loyalty, this research contributes to the literature by deepening the impact of emotions from the EBA perspective, specifically brand passion, brand affection and self-brand connection and posits the latter as mediators to the link between the BE and brand loyalty in the smartphone industry.

The purpose of this study is to ascertain the effects of place attachment on brand loyalty. This study further ascertains whether the effects of emotion-based attachment on brand loyalty are stronger for customers who have a positive experience with a restaurant brand. Additionally, the authors investigate whether emotion-based attachment mediates the relationships between identity-based attachments, place dependence and brand loyalty in the restaurant setting.

The authors administered the questionnaire to customers (diners) of restaurants in Ghana, and they were completed via a paper and pencil/pen approach. The authors tested their hypotheses using structural equation modeling.

The findings show that identity-based and emotion-based attachment enhances brand loyalty within a restaurant setting. The results also show that place dependence attachment promotes emotional bonding with restaurant brands. The study's findings also show that place dependence attachment does not have a direct and positive significant effect on brand loyalty except when an emotional response is produced.

Place attachment studies in a restaurant setting are rare. This study thus contributes to the place attachment literature in restaurants setting.

The purpose of this paper is to determine the influence of customer trust, religious commitment, customer’s knowledge on customer intimacy and its impact on relational commitment and repurchase intention, especially in Sharia banks in Indonesia.

This study was conducted in Sharia Banks in Jakarta Bogor, Tangerang Bekasi (Jabotabek) area. The population of this study covered all bank customers. Because of the large population, the researchers took samples of the population. The partial least square (PLS) analysis tool was also appropriate to be used to analyze data from smaller samples. In total, 100 respondents were selected using a snow bowling sampling technique in August–September 2017.

Higher customer trust enhances the customer intimacy. Stronger religious commitment also strengthens the customer intimacy. It has been confirmed that customer intimacy enhanced the relational commitment among clients in Sharia banks in Indonesia. The results show that high customer knowledge is able to encourage customer intimacy, and high customer intimacy is also able to encourage repurchase intention. On the other hand, it was found that customer knowledge was not directly able to increase the intention of repeat purchase. However, from the mediation test (indirect effect) is seen with high customer knowledge, supported by the high customer intimacy, it can indirectly increase the high repurchasing intention.

There are some research gaps that were considered as the theoretical foundation and research framework in this study. The focus of this study was on the role of customer intimacy in mediating the influence of trust and religious commitment on relational commitment. Based on the empirical review, this study attempted to develop customer intimacy antecedents by testing religious commitment, which becomes the originality of this study. This study was done based on some empirical results indicating that the antecedent of customer intimacy still varied while it needed to be immediately developed. Furthermore, the inconsistencies in the correlation between customer intimacy and relational commitment were later re-examined in the context of Islamic banks. It was assumed that the test would result in different findings as the test was done in a different countries and institutions.

This study aims to empirically analyse the determinants of airline passenger loyalty in the high-frills Indonesian airline industry. The interrelationships among passenger loyalty, customer engagement, customer satisfaction, brand image, perceived value and service quality are identified and discussed.

The perceptions of 250 Indonesian airline passengers were used to examine the interrelationships among the constructs. The data set was analysed using confirmatory factor analysis and structural equation modelling.

The empirical results demonstrate that customer engagement has the most influential effect on passenger loyalty, followed by customer satisfaction. Customer satisfaction has the largest total effect on customer engagement. Service quality, perceived value and customer satisfaction also indirectly affect customer loyalty through mediation.

The integration of the customer engagement construct with the other important marketing constructs comprehensively explains the role of customer engagement on customer loyalty. The effects of the important marketing constructs on customer loyalty are not only explained in the direct relationships but also in indirect relationships through mediation.

One of the most important characteristics of high-performance organizations is that these organizations always aim at servicing their customers as best as possible. In practice, this means that the employees of these organizations have to behave toward customers in such a way that these customers are not only fully satisfied but also become loyal to the organization. The purpose of this paper is to look at the concrete behaviors that are needed to create this customer loyalty.

From a literature review the items that potentially are of influence on creating customer loyalty and customer intimacy were identified, based on a previous validated questionnaire while adding additional items. These items were subsequently validated in practice with a questionnaire distributed among people who are in daily life regular customers of organizations.

The research results show that there are eight behavioral factors of importance to create customer loyalty and customer intimacy: first, service quality delivered by employees; second, capability of employees to deliver high quality; third, empathy of employees toward customers’ wishes and needs; fourth, understanding of employees of customers’ needs; fifth, responsiveness of employees toward the needs of customers; sixth, courtesy of employees toward customers; seventh, service manner of employees; and finally, trust customers place in employees.

The implication of this research is that, now that the behavioral factors are known, an organization can make sure its employees focus on displaying these behaviors toward customers consistently over time, in order to make sure customers will experience the organization as a high-performance organization and will feel loyalty toward the organization.

The research described in this paper adds to the literature in the sense that it encompasses previous research into once item list and specifically looks at behaviors that create excellent service and thereby customer loyalty and customer intimacy, both concepts that go beyond the much researched topic of customer satisfaction.

Ghost tours are an important part of tourism in many towns and cities around the world. Described as light dark tourism, they are a mix of the macabre and entertainment. Ghost tours are usually small business enterprises. In order for their venture to be sustainable, ghost tour operators must engage in effective entrepreneurial marketing (EM) practices. This study aims to evaluate the extent to which ghost tour operators use EM within their business.

A qualitative bricolage approach is used as a way to explore the use of EM practices within ghost tourism; that is, a niche tourism product. Data were collected using 21 in-depth interviews, participant observation and analysis of venture websites. This study used a two-stage data analysis procedure.

Findings reveal that ghost tour operators practice several dimensions of EM that are often simultaneously present and interwoven through the practices ghost tour operators use, as identified by thematic analysis.

This study adds an EM lens to the light dark tourism literature.

To demonstrate that high performance in organizations results from their being decision‐driven.

Executives from 365 companies in seven countries were surveyed. More than 40 high‐performance companies were then interviewed. Industry leaders in the study were compared with trailing competitors, while transformations where organizational change was clearly a leading factor were also examined in depth. More broadly, the article draws on the experience of more than 1,000 organization cases for more than 500.

The findings were that only 15 percent of companies have an organization that helps them outperform and that these companies are differentiated by the quality of their decision‐making – and their ability to repeatedly implement their decisions successfully. Successful implementation depends on an integrated organizational system that aligns five attributes – leadership, accountability, people, frontline execution and a performance culture.

This research has lead to the development of a scorecard to measure organizational effectiveness. This enables companies to benchmark their performance against the 365 businesses in the survey. The scorecard gauges agreement (on a one‐to‐four scale) among managers and employees with ten key statements that reflect the five attributes of high performance.

The article will help focus company leaders on the organizational issues that drive high performance. In addition to identifying the key attributes of high performance, it presents an organizational effectiveness scorecard to isolate the causes of underperformance and guide change. It should be of value to all management levels from the chief executive to front line staff.

Using corporate value statements of the top Fortune 300 firms for the year 2012, we examine relationships among the stated values of these companies, their industries, and their Corporate Social Responsibility (CSR) performance measures. We classify stated values into 21 broad categories. We find that corporate values exhibit strong industry affiliations. Correspondence analysis and regression models indicate that 19 out of 21 values are related to at least one performance measure and while some values are associated with improved performance (e.g., ethics), others (e.g., safety) have a negative impact. Further, while some values have the anticipated impact on performance (e.g., the shareholder value is positively associated with financial performance), some show no relationship (e.g., the environment value is not associated with environmental performance). Finally, our findings also suggest possible CSR washing in some cases. Overall, the study finds corporate values do affect their performance.