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Alexander, Elizabeth C.

doi:10.1023/a:1014086327876

Cited by 72 publications

(7 citation statements)

References 30 publications

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“…Previous research has suggested that a link exists between perceived CSR and CS. In turn, the literature (Whalen et al, 1991;Folkes & Kamins, 1999;Alexander, 2002) found that unethical marketing behaviour adversely influences consumers' attitudes, satisfaction, and behavioural intentions. The support for H 1 demonstrates that there is a positive relationship between the firm's CSR and CS.…”

Section: Discussion and Implications A Summary Of Findingsmentioning

confidence: 99%

The Impact of Corporate Social Responsibility on Customer Satisfaction, Relationship Maintenance and Loyalty in the Shipping Industry

Shin

Thai

2014

Corp Soc Responsibility Env

131

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This paper aims to examine the impact of perceived corporate social responsibility (CSR), with a focus on ethical and environment questions related to the constructs of customer satisfaction (CS), relationship maintenance (RM) and customer loyalty (CL), on determining the attitudinal and behavioural loyalty and maintenance of customers in the shipping industry. For this purpose, this study enhances its empirical validity by collecting data from 214 respondents in South Korea and testing the hypothesis using structure equation modelling. It was found that (1) CSR is an effective relationship marketing tool that requires further research to investigate its benefits; (2) systemic investigation in CSR activities in the shipping industry finds publishing CSR reports the most preferred tool among major shipping companies; and (3) there is a strong empirical evidence which supports that values have a significant impact on the customers' perception of CSR performance. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment

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Section: Discussion and Implications A Summary Of Findingsmentioning

confidence: 99%

The Impact of Corporate Social Responsibility on Customer Satisfaction, Relationship Maintenance and Loyalty in the Shipping Industry

Shin

Thai

2014

Corp Soc Responsibility Env

131

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“…These include performance failures (Gavin, Green, & Fairhurst, 1995;S. Green, Fairhurst, & Snavely, 1986;Liden et al, 1999); workplace rule violations (Giacalone & Payne, 1995;Rosen & Jerdee, 1974); unethical behavior (Alexander, 2002;Gino, Shu, & Bazerman, 2010;Trevino & Ball, 1992); mistreatment (Dhanani & LaPalme, 2019;Reich & Hershcovis, 2015;Skarlicki, van Jaarsveld, & Walker, 2008); nonconformity (Berdahl, 2007;Lee & Huang, 2018); behaviors that people generally consider beneficial, like whistleblowing (Herrmann, Thöni, & Gächter, 2008;Kenny, Fotaki, & Scriver, 2019;Parmerlee, Near, & Jensen, 1982;Rehg et al, 2008); and illegal behaviors (Hagan & Parker, 1985;McPherson & Sauder, 2013;Shapiro, 1990). These triggering events varied in how frequently they were studied in bounded versus boundaryless organizations.…”

Section: Why Does Punishment Happen In Bounded and Boundaryless Organ...mentioning

confidence: 99%

What We (Do Not) Know About Punishment Across Organizational Boundaries

Frey

Adams

Pfeffer

et al. 2022

Journal of Management

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Though organizational scholars have studied punishment for decades, recent examples of punishment in organizations cannot be fully explained by the scholarly literature. This may be because much of our prior understanding of punishment has been based on studies in highly bounded organizations, but with the shift to remote work arrangements and contract or freelance work, modern organizations are becoming increasingly boundaryless. Does punishment in bounded organizations look different than punishment in boundaryless organizations? To answer this question, we review and categorize the literature on punishment in organizations according to the boundedness of the organization it examined. We find that though there are similarities in punishment in bounded and boundaryless organizations, punishment in boundaryless organizations involves different actors, punishing different situations, for different reasons, using different methods. However, many questions about punishment in boundaryless organizations remain, including about the pervasiveness, motivations, and impacts that punishment has in boundaryless organizations.

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“…Customer satisfaction is the ultimate real test of service quality (Alexander, 2002). It is a multifaceted concept with various definitions offered by various authors.…”

Section: Overview Of the Concept Of Customer Satisfaction And Custome...mentioning

confidence: 99%

Facilities management and clients satisfaction nexus in hotels in secondary cities in Ghana: A study of selected hotels in Wa

Alhassan,

Kidido

2023

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Purpose This study aims to assess how the provision of facilities management (FM) services influences customer satisfaction in hotels in secondary cities. This study focussed on customer satisfaction in relation to specific FM services such as cleaning, maintenance, security, internet/information technology and air conditioner servicing. Design/methodology/approach The study used a case study design. Simple random and purposive sampling methods were used to select the hotels and the respondents. The study used a survey based on the SERVQUAL model to collect data from 136 respondents. Six hotel managers were also interviewed. Findings There were disparities in customer satisfaction across the various hotel categories based on the assessment indicators used. Thus, customer satisfaction with FM services was not influenced by hotel ratings. On the calibre of staff handling FM activities, none of the hotels had a professional facilities manager. The hotel managers were in charge of FM activities, which affected the provision of FM services. Generally, customers in all the selected hotels were not satisfied with the quality of FM services. Specifically, the overall mean gap score was very low (−3.20), which meant that customers’ expectations far exceeded their perceptions, hence, their dissatisfaction. Tangible(s) of services were customers’ least appreciated (−1.04) dimension. This meant that hotels did not pay much attention to the physical (place) aspect of their FM activities. This should engage the attention of hospitality industry regulators and policymakers, given the current global health crisis caused by Covid-19 and its variance. Originality/value The study demonstrates customer satisfaction with FM services in hotels in secondary cities. Practically, hotels can become very competitive if they consider the findings of the study to provide effective customer-oriented FM services.

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Untitled

Cited by 72 publications

References 30 publications

The Impact of Corporate Social Responsibility on Customer Satisfaction, Relationship Maintenance and Loyalty in the Shipping Industry

The Impact of Corporate Social Responsibility on Customer Satisfaction, Relationship Maintenance and Loyalty in the Shipping Industry

What We (Do Not) Know About Punishment Across Organizational Boundaries

Facilities management and clients satisfaction nexus in hotels in secondary cities in Ghana: A study of selected hotels in Wa

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