Crafting and testing a central precept in service-dominant logic: Hotel employees’ brand-citizenship behavior and customers’ brand trust

Xie, Liang; Peng, Jiamin; Huan, Tzung‐Cheng

doi:10.1016/j.ijhm.2014.05.011

Cited by 51 publications

(58 citation statements)

References 28 publications

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“…Helping reflects the willingness of the patrons to give information or assistance about the hotel to others. By assisting others, patrons display a sense of empathy and social responsibility toward the hotel (Xie, Peng, & Huan, 2014). Lastly, tolerance refers to the willingness of patrons to forgive a hotel when service outcomes do not match expectations.…”

Section: Value Co-creation Behaviorsmentioning

confidence: 99%

The Antecedents and Consequences of Value Co-Creation Behaviors in a Hotel Setting: A Two-Country Study

Roy

Balaji

Soutar

et al. 2019

Cornell Hospitality Quarterly

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This study examines the antecedents and consequences of value co-creation behavior in a hospitality context. An online questionnaire with samples of hotel patrons in the United States and Australia was used to obtain data and partial least square modeling was used in the analysis. The results suggest patron fairness perception enhances trust and identification with a hotel, which encourage engagement in the value co-creation behavior. Furthermore, this behavior enhances patron well-being and respect for the hotel. The study contributes to the literature by suggesting a value co-creation behavior model in the hospitality context and empirically examining the antecedents and consequences of this behavior. The results have important implications for managers designing service encounters that can encourage hotel patrons to engage in the value co-creation behavior.

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Section: Value Co-creation Behaviorsmentioning

confidence: 99%

The Antecedents and Consequences of Value Co-Creation Behaviors in a Hotel Setting: A Two-Country Study

Roy

Balaji

Soutar

et al. 2019

Cornell Hospitality Quarterly

View full text Add to dashboard Cite

show abstract

“…Trust is a key enabler when developing sustainable relationships with customers (Omar et al, 2010;Garbarino and Johnson, 1999). Trust is developed over time and is dependent on the quality of the customers' experience with the company (Xie, Peng and Huan, 2014). Trust itself is reliant on three variables: shared values, communication, and opportunistic behaviour (Keh and Xie, 2009).…”

Section: Customer Trustmentioning

confidence: 99%

The influence of loyalty programs on South African Youth’s repeat purchase behaviour

Dlamini¹,

Chinje²

2019

JBRMR

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Despite the substantial interest in loyalty programs amongst marketing scholars and professionals, few studies have been conducted amongst the youth within emerging markets. The purpose of the study was to examine the mediating influence of customer satisfaction, trust, and commitment on the relationship between loyalty programs and repeat purchase behaviour of a group of South African youth. The methodology involved a self-administrated questionnaire adapted from previous similar studies. Data were collected from 263 South African young people between the ages of 18 and 24 who were retail loyalty program members. The study tested six hypotheses using Structural Equation Modeling. The software used was SPSS 22 for descriptive statistics and IBM Amos 22. The findings indicate that all hypotheses were supported. They also suggest the significance of customer satisfaction as a strong mediator of loyalty programs and repeat purchase behaviour. Moreover, the study reveals that the mediating influence of customer commitment on loyalty programs and repeat purchase behaviour was the weakest influence. The findings revealed that, by building customer satisfaction and customer trust amongst the youth, the potential for marketers to positively impact on the success of loyalty programs and repeat purchase behaviour is high. This paper makes a valuable contribution to the literature on loyalty programs amongst youth within a developing market context.

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“…Respondents in the Shaari et al (2012) study were supervisors, frontline employees and customers. Xie et al (2014) studied employees who had some contact with customers.…”

Section: Doukakis and Vrontis 2006)mentioning

confidence: 99%

The behavioral consequences of internal brand management among frontline employees

Preez

Bendixen

Abratt

2017

JPBM

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Purpose The purpose of this study is to develop and test a comprehensive model for the outcomes of internal brand management (IBM), linking it to brand citizenship behavior (BCB) and intention to stay (IS) through job satisfaction (JS) and brand commitment (BC). Design/methodology/approach A comprehensive literature review is undertaken to develop the proposed model. The sample consists of three separate cases, a financial services firm, a multinational telecommunications company, both based in South Africa, and a regional grocery chain operating in the USA. Useable samples of 154, 96 and 241 were achieved for the three cases, respectively. In all cases, the majority of the respondents were customer contact employees. Findings The structural models showed some surprising results, the major one being that brand proselytization is not a component of BCB. Despite using the same instrument, the levers that drive IBM were different in each of the three cases and different from previous studies. Research limitations/implications The results of this research indicate that IBM and BCB are contextual. This implies that a universal instrument to measure these constructs has yet to be developed, representing an interesting avenue for future research. Practical implications Regarding employees as internal customers and including them in various marketing initiatives and brand-orientated human resource practices (recruitment, induction and training) are key to a successful IBM program. Originality/value A comprehensive model for the outcomes of IBM was developed and tested, linking it to BCB and IS through JS and BC. It is the first time that research has been conducted with customer contact employees only.

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Crafting and testing a central precept in service-dominant logic: Hotel employees’ brand-citizenship behavior and customers’ brand trust

Cited by 51 publications

References 28 publications

The Antecedents and Consequences of Value Co-Creation Behaviors in a Hotel Setting: A Two-Country Study

The Antecedents and Consequences of Value Co-Creation Behaviors in a Hotel Setting: A Two-Country Study

The influence of loyalty programs on South African Youth’s repeat purchase behaviour

The behavioral consequences of internal brand management among frontline employees

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