The value concept is one of marketing theory's basic elements. Identifying and creating customer value (CV) -understood as value for customers -is regarded as an essential prerequisite for future company success. Nevertheless, not until quite recently has CV received much research attention. Ideas on how to conceptualize and link the concept to other constructs vary widely. The literature contains a multitude of different definitions, models, and measurement approaches. This article provides a broad overview, analysis, and critical evaluation of the different trends and approaches found to date in this research field, encompassing the development of perceived and desired customer value research, the relationships between the CV construct and other central marketing constructs, and the linkage between CV and the company interpretation of the value of the customer, like customer lifetime value (CLV). The article concludes by pointing out some of the challenges this field of research will face in the future.

When does a joke become sexual harassment? In a partial test of an integrative model of gender‐related humor in the workplace, the role of personal and situational variables in perceptions of sexual harassment was examined. Other implications of sexual humor in the office were also studied.

Purpose -The objective of this paper is to provide researchers and practitioners with an understanding of the implications and consequences of changes in customer roles and involvement on human resource management (HRM) within a service context. Design/methodology/approach -This paper is conceptual and the approach adopted is analytical. Extant research and concepts have been used to analyse customer roles and customer involvement and their effects on employees. Based on these insights, managerial and research implications are discussed. Findings -The insights from this study provide conceptual support for including customers as a relevant reference and/or extension of HRM beyond the organisational boundaries. Customers can actually significantly influence the success of a company's HRM.Research limitations/implications -Analysis of the interrelatedness of customer involvement and HRM is limited to services than encompass emotional and communicative aspects. It is argued that an extension of HRM concepts by considering customers' influence provides great potential for future research opportunities. Practical implications -The paper discusses the contribution of central HRM functions in increasing the customer orientation of employees and companies, reducing role conflicts and role ambiguity, and creating added value for customers. The aspects described here have the potential to contribute to a more sophisticated understanding of HRM and to increase the added value of the HRM function to the organisation. Originality/value -To date, HRM and customer roles generally have been investigated separately. The analysis of the interrelatedness of these two worlds is likely to trigger and encourage innovative research designs and alternative methodological approaches to new research problems, leading to the added potential of novel research findings with important implications for practice.

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