Purpose The purpose of this paper is to investigate the impact of logistics service quality (LSQ) on consumer satisfaction and loyalty in an omni-channel retail environment. Design/methodology/approach An empirical, survey-based approach is used to collect data from consumers about experiences with two different omni-channel retail scenarios: buy-online-pickup-in-store (BOPS), and buy-in-store-ship-direct (BSSD). Participants responded to questions regarding the LSQ, consumer satisfaction, and consumer loyalty relative to their actual experience in one of these situations. Findings Results suggest that omni-channel consumers are truly unique, and all three dimensions of LSQ (condition, availability, and timeliness) are distinct in their impact on satisfaction and loyalty. Results suggest that in the BOPS sample, consumer satisfaction partially mediates the relationship between condition and loyalty and fully mediates the relationship between timeliness and loyalty. In the BSSD model, consumer satisfaction partially mediates the relationship between timeliness and consumer loyalty. Research limitations/implications This research studies LSQ in two different omni-channel scenarios; additional research is needed to explore other omni-channel scenarios and extend the findings to be more generalizable. Practical implications Managers should recognize that for omni-channel consumers, timeliness is the essential driver of satisfaction and loyalty. Retailers need to account for this reality and dedicate substantial resources to meet delivery requirements in a timely manner. Logistics service providers need to emphasize speed and reliability of their delivery processes for omni-channel consumers. Originality/value This research is the first attempt at conceptualizing LSQ in an omni-channel supply chain, and testing the impact of LSQ on consumer satisfaction and loyalty.

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Information harvested from the LinkedIn profiles for 175 graduates of an Information Systems program at a mid-sized comprehensive university in the southeastern USA are summarized in this investigation. The current investigation was undertaken to examine the extent to which LinkedIn profiles are able to provide a more realistic picture of entry-level jobs held by program alumni and subsequent career progress. Additionally, our results suggest that LinkedIn profiles can help answer questions such as: what jobs do IS graduates get, what does the career of an IS professional typically look like, and can IS graduates successfully transition from technical to managerial positions? Our findings also suggest that information in LinkedIn profiles can be used to assess the long-term outcomes of IS programs.

As the role of information technology (IT) in business grows and IT users become more technologically dependent, the IT professional is increasingly expected to work with individuals from other areas of the organization. Dealing with customers, either internal or external, brings the expectation that one will conform to societal, occupational, or organizational norms regarding the display of emotion. This paper examines the impact of emotional display expectations on work exhaustion in IT professionals. We find that the method that one uses to manage emotional reactions in the workplace impacts work exhaustion. Surface acting shows a strong, positive association with work exhaustion while deep acting shows no such relationship. We find that the perception of emotional display rules in the workplace affects the use of emotional management strategies, termed deep acting and surface acting. We also find that the necessity of dealing with other's emotions impacts the level of display rule expectations. The findings of this study offer important contributions to theory by exploring emotional labor expectations of IT professionals. This study also offers suggestions to management to help alleviate the stresses associated with common workplace interactions.

Work exhaustion of information technology (IT) professionals is a serious concern. This study offers a unique perspective on IT professional work exhaustion by drawing on two theoretical domains: emotional labor and conflict management. Emotional labor theory is concerned with employee's display of emotion in the workplace while conflict management theory addresses one's preferred style when conflict arises. This study identifies links between the ways in which one responds to conflict situations and the way in which one monitors and controls emotional displays. The experience of conflict tends to generate negative emotions while display rules govern appropriate emotional demeanors in the workplace. The findings suggest that the perception of display rules influences conflict management styles. Furthermore, conflict management styles influence the use of strategies of deep acting and surface acting which have differential relationships with work exhaustion.

Purpose The purpose of this paper is to propose and test a dual pathway model whereby addressing the question, “What are the effects of supply chain orientation and organizational identification on internal integration and supplier integration?”. Design/methodology/approach A survey design was performed to collect data from supply chain professionals regarding their organization’s supply chain orientation (SCO), organizational identification (OI) and achieved states of both internal and supplier integration. Partial least squares-structural equation modeling was performed to test the dual mediating pathways. Findings The results show that internal integration partially mediates relationships between SCO and supplier integration and for OI and supplier integration. In comparing the mediating effects to test competing theories, the SCO path yields stronger complementary partial mediation. This supports the proposition that SCO and OI mutually exist within an organization and influence achieved integrative behaviors. Additionally, results suggest the behavioral spillover effect exists for an internally integrated organization that has also achieved supplier integration. Originality/value This research makes several contributions to extant literature, including finding that SCO contributes to levels of achieved integration. Also, this research theoretically integrates literature on the social dilemma associated with supplier integration and the behavioral spillover effect, suggesting that SCO allows for positive internal integrative behaviors to spillover to integrated suppliers. Finally, this research contributes to research on OI by finding achieved integration is an outcome, which refutes a dominate theory that explains OI facilitates negative behaviors toward external organizations.

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