Relationship Characteristics as Moderators of the Satisfaction-Loyalty Link: Findings in a Business-to-Business Context

Homburg, Christian; Giering, Annette; Menon, Ajay

doi:10.1300/j033v10n03_02

Cited by 105 publications

(99 citation statements)

References 69 publications

(67 reference statements)

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“…Moderating analyses were conducted to test hypotheses H3, H4 and H5 using the multi-group analysis function of AMOS in order to examine invariance between two samples (Steenkamp and Baumgartner, 1998). As Durvasula et al (1993) and Homburg et al (2003) suggested, we conducted a median split to divide the sample into two groups, one with high and one with low market dynamism. Next, we calculated a free model in which all parameters were estimated separately for the two samples and then compared this model to a model in which one of the structural paths was constrained to be equal in both samples (Thelen and Honeycutt, 2004).…”

Section: Hypotheses Test Resultsmentioning

confidence: 99%

“…The measurement models of proactive cost improvement and proactive performance improvement are both based on the proactive improvement scale by Deepen et al (2008), differing from that scale only in that the items of the Deepen et al scale refer to improvements in general, while our cost scale makes specific reference to improvements to increase cost efficiency and to reduce costs, and our performance scale makes specific reference to improvements to increase effectiveness and enhance the performance of the customer's logistics system. The measurement of retention and extension as the first two customer loyalty dimensions is based on the EJM 45,3 scales of Homburg et al (2003) and Cahill (2006). The retention indicators measure the customers' attitudes towards their LSPs with regard to repeat purchase intentions.…”

Section: Measurement Scalesmentioning

confidence: 99%

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Proactive improvement of logistics service providers as driver of customer loyalty

Wallenburg

Lukassen

2011

European Journal of Marketing

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Purpose -The purpose of this paper is to provide a differentiated view of relationship-specific proactive improvement of logistics service providers (LSPs) that distinguishes between the cost and performance and the effect that these two dimensions of innovation have on three distinct customer loyalty dimensions (retention, extension, and referrals). Design/methodology/approach -A confirmatory empirical study was conducted based on social exchange theory and customer value theory. The survey responses from 298 firms were analysed using structural equation modelling and multi-group analysis to test for direct effects and moderation. Findings -Both dimensions of relationship-specific proactive improvement by LSPs (cost and performance) are strong drivers of all three customer loyalty dimensions and, thus, are important to customer relationship management and relevant areas to be considered within innovation management. The effect on customer loyalty is moderated by the dynamism of the customer's market. Proactive cost improvements are more important under high dynamism, while proactive performance improvements, contrary to initial assumptions, are more important when dynamism is low.Research limitations/implications -Future studies should analyse other cultural settings, differentiate between functional and relationship value provided, consider other services, investigate how LSPs can facilitate proactive improvement and improve innovation management, and explore how customers can foster proactive improvement. Practical implications -The currently low level of proactive improvement should be increased if LSPs want to enhance customer loyalty. In doing so, LSPs ought to consider the dynamism of their customers' markets. Originality/value -The paper is the first to provide a differentiated view on the role of relationship-specific proactive innovation that distinguishes between cost and performance improvements and illustrates their effects on three distinct customer loyalty dimensions.

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Section: Hypotheses Test Resultsmentioning

confidence: 99%

Section: Measurement Scalesmentioning

confidence: 99%

Proactive improvement of logistics service providers as driver of customer loyalty

Wallenburg

Lukassen

2011

European Journal of Marketing

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“…Face validity of the measurement items was assessed by conducting pretest interviews Homburg et al (2003), and Cahill (2006). For retention, indicators measure customers' attitudes towards their most important LSP with regard to repeat purchasing intentions of the same service.…”

Section: Measurement Model Assessmentmentioning

confidence: 99%

Logistics outsourcing performance and loyalty behavior

Wallenburg

Cahill

Goldsby

et al. 2010

International Journal of Physical Distribution &Amp; Logistics Management

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Purpose -The purpose of this paper is to examine how goal achievement and goal exceedance influence the aspects of loyalty in logistics outsourcing relationships. Specifically, it aims to develop and test a model of customer loyalty across two cultures to determine if dedicated strategies for building loyalty are required. Design/methodology/approach -This effort develops a conceptual model that provides a better understanding of the relationship between two dimensions of logistics outsourcing performance (goal achievement and goal exceedance) to loyalty across cultures. The model is then tested using structural equation modeling along with multi-group analysis. Findings -The findings indicate that goal achievement strongly influences the loyalty aspects of retention and referrals, but not extension. Meanwhile, all three dimensions of loyalty were influenced by goal exceedance of the logistics provider. Further, goal achievement was found to have a stronger effect on retention only, with goal exceedance demonstrating a stronger influence on extension and referrals. In addition, cultural differences in the model were identified. Research limitations/implications -Future research should examine more transactional settings as well as other potential moderators that may be consequential to the examination of loyalty formation. Practical implications -The findings suggest that logistics service providers (LSPs) need to have an appreciation for the differences between goal achievement and goal exceedance as it relates to loyalty formation. In addition, LSPs need to adapt their performance goals based on cultural differences that may exist across their markets. Originality/value -The close examination of the two dimensions of outsourcing performance on three aspects of loyalty behavior builds on the extant literature. The examination across the two national settings provides yet another contribution of the study.

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“…Tsai and Chen (2008) mentioned that in the Asian context key account management literature are very rare. Researches relating to key account management were conducted in western and other developed countries like South African perspective (Abratt and Kelly 2002), perspective of United States (Boles et al 1999), Germany context (Homburg et al 2002;Homburg et al 2003), context of The Netherlands (Kempeners and van der Hart 1999); from the perspective of United Kingdom (Millman and Wilson 1999); from Finland context (Ojasalo 2001), a French perspective (Pardo 1999); and from the context of Australian (Spencer 1999).…”

Section: Introductionmentioning

confidence: 99%

Supplier capacity and key account management performance: a stochastic frontier analysis

Ahmmed¹,

Baten²,

Hossain³

et al. 2018

cuadernosgestion

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Relationship Characteristics as Moderators of the Satisfaction-Loyalty Link: Findings in a Business-to-Business Context

Cited by 105 publications

References 69 publications

Proactive improvement of logistics service providers as driver of customer loyalty

Proactive improvement of logistics service providers as driver of customer loyalty

Logistics outsourcing performance and loyalty behavior

Supplier capacity and key account management performance: a stochastic frontier analysis

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