As customer satisfaction is gaining the highest priority among the interest of corporate America′s constituent groups and the economy becomes service‐oriented, more jobs than ever before require customer contacts. Investigates the relationship between employee satisfaction, job tension, role clarity, role conflict and empathetic concern among customer service personnel. Finds that the traditional variables, i.e. role conflict, role clarity, and job tension, do influence job satisfaction as hypothesized. Additionally, identifies empathy, a previously overlooked dimension of employee‐job interactions, as a significant determinant of job tension. Discusses the managerial implications resulting from these relationships.

This article deals basically with the dynamic environment of today’s businesses. Despite all of the efforts a company puts forth to scan the environmental issues, crises can occur and have to be managed. We have first reviewed several crises in businesses during the recent times, to define and identify the nature of a crisis. Then the anatomy of a crisis is presented schematically. Finally, by recommending certain preventive measures and interventions, the article concludes that acknowledging a crisis and communicating with the stakeholders are as important as planning the prevention, diagnosis, and intervention to solve crisis situations.

Great numbers of small European and US firms are trying to penetrate foreign markets. Misunderstood requirements and poorly investigated information typically cause missed opportunities and failures. Without the ability to recognize and utilize competitive information in a timely manner, the small firm cannot succeed in the foreign market. Small firms that are preparing for and meeting international opportunities could benefit from the utilization of the foundation‐building strategies proposed in this paper. Small firms can use these strategies for information gathering and analysis in international and domestic business environments. The authors of this paper recommend 11 interrelated sets of processes or “foundation‐building strategies” which provide the necessary framework for readying the small firm for successful entry into the foreign marketplace. These sets of processes or “foundation‐building strategies” comprise the 11 most important planning steps for small business success in foreign markets. Small businesses must know the right questions to ask and must analyze the findings carefully in order to enter and operate successfully in foreign markets.