Individuals' choice behaviour in waiting situations

This paper shows that the propensity to interrupt and/or to not engage again into particular waiting situations is not solely depending on the actual time spent waiting. The examination indicates that individuals perceive value resulting from both the time spent waiting and the purpose of engaging into the focal waiting situation. Further, customer satisfaction/dissatisfaction with the focal waiting situation can arise as a consequence of perceived value for waiting and/or perceived value of the purpose of engaging into waiting. The propensity to interrupt and/or to not engage again into the focal waiting situation is modelled as choice behaviour accounting for perceived waiting time value and customer satisfaction/ dissatisfaction with waiting time

Do Loyalty Program Membership and Status Levels affect Service Customers' Choices?

This paper examines the effects of loyalty program membership as such, and impending upgrade or downgrade to a different status level, on customer brand preferences for flights and hotels. The results show that members have a significantly higher brand preference for their respective airline or hotel group than non-members, and those close to a change in status level have an even stronger brand preference compared to those who are not, which is also reflected in their willingness to pay. The empirical findings illustrates the ability of frequent traveller programs to affect purchase choices if the customer fears that earned status benefits are about to be lost

The role of fairness and ambiguity in negotiating marketing alliances

This paper provides empirical support for the positive effects of distributive, procedural and interactional fairness on the choice to form a marketing alliance. Furthermore, the results provide some support for the negative impact of ambiguity in respect to the partner’s marketing capabilities on the choice to form a marketing alliance

Dynamic Capabilties and Organisational Performance

This paper presents a conceptual framework for the dynamic capabilities organisational performance relationship. It implies that the organisational resource-base (e.g. marketing and research and development capabilities) mediates the relationship between dynamic capabilities and organisational performance. Furthermore, marketing strategic orientation plays an important role in the development and deployment of dynamic capabilities and consequently affects organisational performance indirectly. This research area is relevant to both marketing managers and academics alike as environmental turbulence calls for control and adjustment of the organisational resource base in order to maintain or increase organisational performance