The objective of this study was to empirically test a model of relationships among service quality, satisfaction and selected behavioural outcomes. Particular attention was paid to delineating the cognitive aspects of the service provider‐consumer relationship from the affective, emotive factors. Using doctor‐patient relationships in Turkey as the study setting, results of a LISREL analysis suggest that the affective aspects of satisfaction have more impact than cognitive factors on patients’ propensity to continue the relationship. The most critical managerial implication of the study findings is that doctors need to place more emphasis on the functional (how it is done) aspects of care giving than the technical (what is done) ones.

Reports on the results and managerial implications of a Turkish study which investigated relationships between service quality, and customer satisfaction, complaint behaviour and commitment. Concludes that the ultimate success of any service quality programme implemented by a bank can only be gauged by creation and retention of satisfied customers. The role of customer‐contact personnel in the attainment of these goals is of paramount importance. Therefore, in their efforts to deliver high quality services to their external publics (i.e. clients), banks should not ignore the specific needs of their internal publics, notably their customer‐contact employees.

This article empirically investigated the invariance and discriminant validity of a six‐factor leadership model across two very divergent cultures: the United States and Turkey. In conjunction with the rationalist approach to international management, it was hypothesized that the same range of six leadership styles would appear in both cultures. However, coinciding with the culturalist approach to international management, it was also hypothesized that managers would emphasize different styles in each culture. Turkish and US managers each completed the Leadership Effectiveness Questionnaire measuring degree of emphasis placed on six leadership styles. Results of the test of model invariance indicated that the six styles existed in both cultures; however, discriminant analysis demonstrated that the Autocratic and Consensus styles differentiated managers best. Turkish managers emphasized the Autocratic style to a greater extent and the Consensus style to a lesser extent than did US managers. Implications for international management are discussed. ©1998 John Wiley & Sons, Inc.

Describes the status of consumer credit services marketing in Turkey. First, presents an overview of developments in the Turkish banking sector with a focus on consumer credit services. Discusses the findings of a survey conducted by the authors among officers of banks offering consumer credit services. Concludes with recommendations further to entrench consumer credit services in Turkey.

No abstract