Consequences of Value in Retail Markets

Chaudhuri, Arjun; Ligas, Mark

doi:10.1016/j.jretai.2009.05.006

Cited by 110 publications

(87 citation statements)

References 59 publications

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“…This approach can help the retailers to create a loyalty bond with the buyer. Our results are somewhat similar to the arguments of Chaudhuri and Ligas (2009), that in retail sector, merchandise value is directly related to repurchase loyalty and indirectly related to attitudinal loyalty. While Richard and Zhang (2012) claimed that both brand image and affective commitment will help securing loyal customers but customer satisfaction will have less impact on loyalty.…”

Section: Discussion and Managerial Implicationssupporting

confidence: 90%

“…Though attitude-behaviour consistency is often assumed in consumer behaviour studies, with many researchers relying on reported rather than actual behaviour, it is important to be aware of these potential limitations (Acock and DeFleur 1972). However, in this study, we try to overcome this limitation by considering customers buying behaviours (sales) unlike that of Chaudhuri and Ligas (2009).…”

Section: Conclusion Limitation and Future Researchmentioning

confidence: 99%

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Impact of customer loyalty and service operations on customer behaviour and firm performance: empirical evidence from UK retail sector

Ramanathan

Subramanian

et al. 2017

Production Planning & Control

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Retail networks are striving to achieve competitive advantage by increasing value through loyalty and efficiency with a focus on service operations. As sales promotions have become an integral part of the retail supply chain planning, customer behavioural aspects based on loyalty and service operations have been challenged greatly. Subsequently, management capabilities, such as planning and timely replenishment, have become complicated tasks for many retail store managers. This study develops a model integrating retail network value and efficiencies with customer behaviour and performance. We validate the model using survey data from prominent UK retail store customers. Our data analysis shows that both loyalty and service operation attributes have positive significant impact on customer behaviour while the service operation mediates the relationship between loyalty and customer behaviour. This result gives a new outlook to build managerial capability based on customer loyalty and service operations. Our results specifically show that the service operation attributes will indirectly influence the customers' buying behaviour even in the presence of loyalty attribute such as promotion schemes. This result sends a strong signal to retail supply chain managers to offer customized promotions considering local community rather than having uniform sales promotion nationwide.

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Section: Discussion and Managerial Implicationssupporting

confidence: 90%

Section: Conclusion Limitation and Future Researchmentioning

confidence: 99%

Impact of customer loyalty and service operations on customer behaviour and firm performance: empirical evidence from UK retail sector

Ramanathan

Subramanian

et al. 2017

Production Planning & Control

View full text Add to dashboard Cite

show abstract

“…This finding is in line with that of Babakus and Yavas (2008) and highlights the importance of understanding the role of customers' cost/benefits evaluations in their buying behavior. In the retail industry, with its many competing suppliers, perceived value has an especially important influence on customer perceptions and drives store choice and loyalty (Baker et al 2002;Chaudhuri and Ligas 2009). Moreover, Keiningham et al (2015, 2) suggest that perceptions are relative and that the relationship between satisfaction and SOW is thus mainly driven by "the relative fulfillment customers perceive from the various brands that they use."…”

Section: Discussionmentioning

confidence: 99%

Customer perceived value, satisfaction, and loyalty: the role of willingness to share information

Leppäniemi

Karjaluoto

Saarijärvi

2016

The International Review of Retail, Distribution and Consumer R

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“…First, we relied on a procedure that consists of comparing simpler with more complex CFA models (Chaudhuri & Ligas, 2009). If common method variance exists, a simpler model (fewer factors) should fit the data as well as or better than a more complex one.…”

Section: -----------------------------Insert Table 2 About Here -----mentioning

confidence: 99%

Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. *Corresponding author AcknowledgmentWe are grateful to Marlene Noronha for her assistance with data collection and the comments of participants of the 2014 AMS World Marketing Congress. Personality and the creativity of frontline service employees: Linear and curvilinear effectsPrevious studies have investigated the relationship between the Five Factor model of personality and creativity. As this model has been criticised for providing a limited account of an individual's personality, this study considers additional personality traits that have recently been investigated in the literature as determinants of employee behaviour. Moreover, we also contribute to the existing body of literature by conducting this study in a services setting, for which we predict personality traits will exert differentiated effects on creativity when compared to other settings. Finally, while past research has focused on linear effects, this study examines the existence of nonlinear effects between personality and creativity. The results indicate that personality traits apart from the Five Factor model have an impact on creativity and that the effects of several personality traits on the creativity of frontline service employees differ from those obtained in other settings. Lastly, the findings also show that five of the personality traits have non-linear effects on creativity, and this may be a stimulus for a new stream of research in the human resources literature.Keywords: creativity; personality; service employees; linear and curvilinear effects Personality and the creativity of frontline service employees: Linear and curvilinear effects IntroductionCreativity refers to the development of ideas about goods, services, processes, and practices, which are novel and likely to be useful to an organisation (Shalley, Zhou, & Oldham, 2004).Whereas creativity reflects the development of these ideas at the individual level, innovation concerns the organisational implementation of such ideas (Amabile, 1996). Due to the belief that creativity is paramount not only to greater customer experiences and customer satisfaction (e.g. Coelho, Augusto, & Lages, 2011;Daly, Grove, Dorsch, & Fisk, 2009), but also organisational innovation and ultimately performance (Amabile, Barsade, Mueller, & Straw, 2005;Chen, Shih, & Yeh, 2011;Jiang, Wang, & Zhao, 2012;Liu, 2013), employee creativity has been attracting growing research attention (e.g. Probst, Stewart, Gruys, & Tierney, 2007). Creativity ...

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Consequences of Value in Retail Markets

Cited by 110 publications

References 59 publications

Impact of customer loyalty and service operations on customer behaviour and firm performance: empirical evidence from UK retail sector

Impact of customer loyalty and service operations on customer behaviour and firm performance: empirical evidence from UK retail sector

Customer perceived value, satisfaction, and loyalty: the role of willingness to share information

Personality and the creativity of frontline service employees: linear and curvilinear effects

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