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Current measures of service quality do not adequately capture customers'perceptions of service quality for retail stores (i.e., stores that offer a mix of goods and services). A hierarchical factor structure is proposed to capture dimensions important to retail customers based on the retail and service quality literatures as well as three separate qualitative studies. Confirmatory factor analysis based on the partial disaggregation technique and crossvalidation using a second sample support the validity of the scale as a measure of retail service quality. The implications of this Retail Service Quality Scale for practitioners, as well as for future research, are discussed.

The present study used work role transitions theory as a guiding framework for examining changes in survivors' attitudes following an organizational downsizing. A total of 106 managers experiencing a downsizing provided data regarding organizational commitment, turnover intentions, job involvement, role clarity, role overload, satisfaction with top management, and satisfaction with job security at three different times. Although the results generally indicated that downsizing had a significant impact on work attitudes, that the impact varied over time, and that the initial impact was generally negative; different patterns of results among the job attitudes studied were also observed. For example, satisfaction with top management increased across time, while job involvement decreased. Findings also indicated that changes in role clarity, role overload, satisfaction with top management, and satisfaction with job security were significantly related to changes in organizational commitment and turnover intentions. Changes in job involvement also moderated several relationships such that there was a stronger relationship between the independent variable and the outcome variable when job involvement was higher than when job involvement was lower. Theoretical and practical implications of the findings and directions for future research are discussed.

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In this article, the authors attempt to develop an improved market orientation scale built on Kohli, Jaworski, and Kumar’s market orientation scale (MARKOR). The modified scale is then compared with the MARKOR scale in a validation study. The authors argue that the scale improves operationalization of the market orientation construct, and the results indicate that the psychometric properties of the new scale are superior to those of the MARKOR scale. Implications of the results are discussed, and a future research agenda is offered.