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The purpose of this paper is to explore the ways in which a transactional marketing approach can generate customer loyalty in a hotel brand.

The paper provides a review of the paradigm shift from transactional marketing to relationship marketing, in the services marketing literature. The inductive research used a qualitative approach, with multiple techniques including non‐participant observation in several hotels; in‐depth interviews with hotel managers; and telephone interviews with hotel customers in the UK.

The findings suggest that a transactional approach to marketing can be an effective strategy for hotels, which target niche segments with highly differentiated offers at competitive prices. It was found that this approach can create significant customer loyalty.

The case study approach and focused sample mean that attempts to generalize the findings should be taken with care. Furthermore, this study does not attempt to measure the effectiveness of transactional marketing on customer loyalty; it reports findings from a qualitative study carried out to explore marketing practices in a small sample of hotels.

For practitioners, the paper suggests that transactional marketing and relationship marketing can be seen as complementary marketing strategies.

The paper provides novel insights into hotel culture, hotel/customer relationships, hotel service customization and customer loyalty. The paper challenges the received view that transactional marketing is less appropriate than relationship marketing in achieving customer loyalty in hotel branded operations.

The purpose of this study is to investigate the predictive influence of transactional leadership on employee green creative behaviour (GCB) and the mediating role of workplace learning and green knowledge management (GKM) in this relationship. Based on the leader–member exchange (LMX) theory. This study also uses moderated mediation analysis to investigate social networking sites (SNS) use as a moderator to better understand the indirect relationship between transactional leadership and employee GCB.

The data for this quantitative study were collected using a time-lag technique, with two time waves apart by two months. The final sample for the study included 294 employee–supervisor dyads from small and medium-sized tourism enterprises in the north eastern part of China.

Findings supported the study's proposed hypotheses, indicating that transactional leadership has a significant impact on workplace learning and GKM, as well as a significant role of mediators (workplace learning and GKM) in the relationship between transactional leadership and employee GCB. Furthermore, SNS use significantly moderated the impact of both mediators in establishing a link between transactional leadership and employee GCB.

This study offers new perspectives and insights for entrepreneurs, decision-makers, academics and tourism sector experts by identifying and putting into practise the predictive role of transactional leadership in innovative behaviours. This study also suggests that small and mid-sized travel agencies should focus on workplace learning, GKM and SNS use to promote environment-friendly creative employee behaviour.

This paper specifically seeks to explore the contribution of extended TCE‐reasoning to our understanding of intended change in management control in interfirm transactional relationships.

The approach is theoretical of nature. After having outlined the essentials of TCE‐reasoning and having critically reviewed the extant TCE‐contribution to research in management control, this paper extends TCE‐reasoning by incorporating the notion of trust into the analysis. Different sources of trust as well as the management control related impacts of trust are explored.

The paper develops propositions that, in the context of an interfirm transactional relationship, confront choices for alternative management control patterns with situational and institutional features.

The paper particularly covers the overt instrumental level of management control in interfirm transactional relationships. Although the paper covers relational aspects, it does not provide a strong theory of the working of “soft controls”.

An explanation of intended change could help practitioners to improve decision making at the level of their organizations.

The paper contributes to the extant knowledge by exploring the scope of TCE with regard to choices in the (re)design of management control patterns in interfirm transactional relationships.

This study aims to fill an important gap in the literature by exploring the moderating role of client‐company relationship type on the impact of service recovery judgments on clients' trust and loyalty intentions.

A sample of 216 Brazilian banks clients who made a complaint to their bank within the previous 12 months answered the survey. Data collection took place at a major Brazilian international airport. In terms of relationship type, the authors segmented their sample in two groups: relational and transactional clients. They used multi‐group structural equation modeling to test their hypotheses.

Relational clients showed higher switching costs, trust, and loyalty intentions than transactional clients. The client‐company relationship type also moderated the impact of distributive justice on satisfaction, satisfaction on trust in the management policies and practices (MPP trust), and switching costs on repurchase intentions. MPP trust fully mediated the effects of trust in frontline employees (FLE trust) on loyalty (repurchase and WOM intentions).

The findings suggest that stronger client‐company relationships may limit the impact of service and recovery failures on customer trust and loyalty. This is a critical piece of information for banks as they could customize their recovery strategies to fit the different types of relationships they have with their clients.

By exploring the impact of the type of relationship on the service recovery process and their consequences, this study answers the following important research question: do ongoing client‐company relationships buffer the impact of service recovery on trust and loyalty intentions?

Examines social exchange behavior in logistics alliance and transactional relationships. Based on data collected through a mail survey of shippers that established logistics relationships with various types of third parties, the results suggest that both relationship type and effectiveness influence social exchange behavior. It appears, however, that social exchange behavior is influenced more by the level of relationship effectiveness rather than by the actual type of relationship. Shippers in effective logistics relationships perceive higher levels of trust, equity, and commitment, and lower levels of conflict and opportunism than that perceived by shippers in less effective relationships. Some support was found for differences in trust and commitment between alliance and transactional relationships. It appears shippers in alliances are more committed to maintaining relationships and trust their third party partners more than that perceived by shippers in transactional relationships. These findings suggest that trust and commitment are major distinguishing social exchange behavior characteristics of logistics alliances.

The purpose of this paper is to verify whether relationship marketing is a new paradigm that has replaced transactional marketing.

A literature and empirical study indicated that relationship marketing is neither an invention of the late twentieth century, nor prevailing in practice. This suggested that rather than a complete paradigm shift, relationship marketing and transactional marketing are complementary. Through interviewing five Scandinavian companies about their marketing priorities, their mix of transactional and relationship marketing approaches was studied.

The paper finds that no company exclusively used the relationship marketing approach. Some were merely utilizing the traditional marketing concept of 4Ps; others were blending a relationship and transactional marketing mix.

This is a limited study, which calls for further validating.

The Kotlerism of the 4Ps is still dominating. Relationship concepts are utilized to some extent. A relationship strategy can be used as a supporting approach. Thus, there is need to blend relationship and transactional marketing mixes.

The paper argues that the relationship marketing is not a paradigm shift; focus should be on relationship management, not marketing. The paper also shows the complementarities of relationship management and transactional marketing.

The aim of this study is to examine the impact of the psychological contract, relational psychological contract and transactional psychological contract on organisational commitment as mediated by transactional leadership in the United Arab Emirates (UAE) context. The paper also explores the contractual status to determine if the theory remains valid, regardless of the fact whether one is employed as a contingent or permanent worker.

This research made a longitudinal study spanning a 24-week time period. Data were collected using a self-administered structured questionnaire prepared in English and Arabic, at three stages representing three visits to the participating companies in the UAE. Pearson’s correlation analysis and multiple regression analysis were used to examine the research hypotheses.

The results show that the psychological contracts (transactional and relational) are positively related to transactional leadership. This study categorizes several consequential relationships between transactional leadership and organisational commitment. It also advocates that transactional leadership has only a fractional mediating role in relation to relational psychological contract, transactional psychological contract and organisational commitment.

The findings suggest that practitioners and academics alike should note that the nature of the psychological contract employed will impact upon commitment and retention.

This study makes a significant contribution to the body of literature, being the second part of a longitudinal study that aimed at testing the mediating effect of transactional leadership on organisational commitment within the context of the UAE. In the earlier study, the intent was to analyse the role of transformational leadership as a mediator between the psychological contract and organisational commitment. Typically, transformational leadership has been found to partially mediate the above mentioned relationships. In addition, it also advocates that there may be some value in considering the employees’ contractual status with regard to the psychological contract and its impact on organisational commitment.

This paper, and the corresponding project, is motivated by the lack of qualitative research elucidating the voices of young Black women in Canada when it comes to their sexual health.

This paper draws from data produced in the Let’s Talk About Sex (LTAS) project – a Photovoice process held once a week for nine consecutive weeks in the Jane-Finch community, a low-income community in Toronto, Canada. This workshop was completed by 15 young African Caribbean and Black (ACB) women in the age group 14–18. These young women used photography and creative writing to express their opinions on the barriers and facilitators to making healthy sexual decisions.

A central finding was the existence of a subculture among youth in Toronto, where the exchange of sex for material resources was commonplace. Herein, we unpack the various forms of economically motivated relationships reported, which ranged from romantic relationships to sugar daddies and brothel-like sex dens. We also reflect on the discussions at community forums where the research findings were presented. From shock and outrage to a sly smile of knowing, the responses were often gendered, generational and reflective of a trend occurring across Toronto, not just in the Jane-Finch community, and not merely among the Black youth.

Effective interventions and youth programs should focus on the sexually transmitted infection (STI) and HIV risks that may result from transactional relationships, economic empowerment, and youth employment.

This is a novel arts-based study on youth engaged inthe exchange of sex for money, which has nuanced differences from survival sex.

The purpose of this paper is to test the mediating role of LMX in the relationship between knowledge sharing and employee creativity and the extent to which this mediating role is moderated by transactional psychological contract.

A total of 286 employees working at the theme park in Taiwan and then analyzed using a structuring equation model with SPSS 12.0, LISREL 8.8 and SPSS PROCESS.

Results suggested that LMX mediated the relationship between knowledge sharing and employee creativity. Also, results suggested that transactional psychological contract moderated this mediating pathway: low transactional psychological contract increases the mediating role of LMX. Furthermore, the study showed that LMX can buffer the negative effects of transactional psychological contract on employee creative performance.

The originality of this study is to explore whether there is a moderated mediation model relationship among research variables and contributed to the LMX literature because there are few studies to discuss how knowledge sharing might stimulate creative outcome through LMX.

This study aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisor's leadership style and formal and informal aspects of employees' performance (Organizational Citizenship Behavior – OCB).

The Multifactor Leadership Questionnaire (MLQ) was distributed to employees of a public security organization in Israel (N=201), asking them to evaluate their supervisor's style of leadership. Employees were also asked to report their perceptions of organizational politics using the scale developed by Kacmar and Ferris. In addition, supervisors provided objective evaluations of the levels of their employees' in‐role performance and OCB. The intra‐structure of the leadership variable was examined by exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) with structural equation modeling. Two alternative models were examined: first, a model of mediation and second, a direct model with no mediation.

The research resulted in mixed findings that only partially support the mediating effect of organizational politics on the relationship between leadership, in‐role performance and OCB. A direct relationship between leadership and performance (in‐role and OCB) was also found.

The differences between the models do not allow clear answers as to the mediating or direct effect of organizational politics in the relationship between leadership and performance. The implications on causality are also limited.

Managers should recognize the advantages and disadvantages of different leadership styles as these may affect organizational politics and eventually, formal performance and organizational citizenship behaviors.

The findings of this paper contribute to the understanding of the relationships between leadership, performance, and politics in the workplace and in the public sector in particular.