If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The study sought to investigate factors that influenced Hong Kong bank customers' adoption of four major banking channels, i.e. branch banking, ATM, telephone banking, and internet banking. Specifically, it aimed to focus on the influences of demographic variables and psychological beliefs about the positive attributes possessed by the channels. Design/methodology/approach -Based on extant literature on bank marketing and interviews with ten bank managers in Hong Kong, a questionnaire was designed. Then, in a large-scale survey by means of mall-intercept and telephone interviews, we successfully obtained data from 314 bank customers. Findings -Overall, ATM was the most frequently adopted channel, followed by internet banking and branch banking, and telephone banking was the least frequently adopted channel. Psychological beliefs about the extent to which a channel possessed certain positive attributes were more predictive of adoptions of ATM and internet banking than adoptions of branch banking and telephone banking. Demographic backgrounds were strongly associated with adoption of all banking channels except ATM. A major research implication is that the theory of reasoned action is less applicable when a behavior is habitual, such as the adoptions of branch banking and telephone banking.Research limitations/implications -The managerial implications are that telephone banking can be gradually phased out, whereas internet banking is becoming the dominant channel in the future. For branch banking, different marketing strategies should be adopted for those who are financially and cognitively less resourceful, and those who are wealthier but higher time cost. Originality/value -The value of the study for bank managers is that it provides an updated account of the banking behaviors of Hong Kong bank customers.

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Building on work-home resources model, we develop a conceptual model examining job crafting as the mediator between perceived customer participation and service employees' work-to-family enrichment, and organization-based self-esteem (OBSE) as the moderator on this indirect relationship. Using two-wave survey data collected from hotel service employees, we found that customer participation can enrich employees' family role through increased cognitive and relational job crafting. In addition, employees' OBSE accentuates the positive linkage between customer participation and employees' relational crafting, and subsequently their work-to-family enrichment. This study makes important contributions to extant literature on work-to-family enrichment and job crafting as well. It also carries important implications for organizations to support employees' proactive participation in job crafting and enrich employees' family life. Practitioner pointsOrganizations should well manage customer participation in order to enhance service employees' job crafting. Managers should be aware of how different types of job crafting can enrich their employees' family domain.To cultivate effective work-to-family enrichment, organizations should develop employees' self-worth and sense of competence within the organization.

Thriving at work is a positive psychological state that captures employees' joint experience of learning and vitality. Building on the socially embedded model of thriving , we first propose the positive relationship between leader‐member exchange (LMX) and retail employees' thriving at work. We then explore store spatial crowding as a contextual constraint on this relationship. To better reveal this contextual impact, we further contend that team negative affective tone mediates the cross‐level moderating effect of store spatial crowding on the LMX–thriving linkage. Using two‐wave survey data collected from retail employees and their store managers across 89 stores of a grocery retail chain, we found empirical evidence on our multilevel‐mediated moderation model. This study highlights the importance of considering wider contextual features as boundary conditions to thriving. Our results suggest theoretical modifications to the existing thriving model and offer implications on the practical interventions that retailing organizations can take to develop a thriving workforce.