This study investigated the impact of sustainable perceived value (SPV) on fashion consumers. The results revealed that SPV significantly affects customer satisfaction, loyalty, and the positive relationship between satisfaction and loyalty were confirmed, implicating SPV as a valid approach in measuring consumption value of sustainable fashion products.

This study, based on mixed method research design, explores the mechanism by which online service provider experiences are indirectly influenced by service interactions (service manner and need identification) in a rarely explored context (e-learning service and digital product/online MBA). While the service provided by employees is argued to play an important role in consumers’ evaluations of service performance (Vasconcelos et al., 2015), the impact of service interaction on experience (combining credence service theory and customer experience theory) has to date not been explored.

Customers’ service experience is related to the perceived state in the process of interacting with the target at various channel touchpoints (Kaushal & Yadav, 2023). Furthermore, positive customers’ service experiences can increase the repurchase intention of buyers by strengthening the interconnection and cooperation between buyers and suppliers in business-to-business (B2B) firms and reinforcing corporate competitive positioning.

Customer experience is a top priority for business executives and a competitive ground for marketing. Business-to-business (B2B) customer experience is more intricate as it involves multiple actors with distinct roles and objectives, necessitating more customization and knowledge. Hence, it is paramount for organizations operating in the B2B space to understand and enhance the customer experience to gain a competitive edge. This complexity is further amplified in cross-border settings where partners face additional differences and distances, requiring even more mutual adaptations than in domestic business interactions. In such scenarios, individuals involved may significantly differ in terms of culture, language, and business practices.

This research aims to assess the current status of online trade relations between Kuwait and Portugal. To do so, we examine how firm managers from Portugal and Kuwait use online platforms to engage customers to enhance firm performance. A set of existing constructs was chosen (Online Experience, Customer Inspiration, Online Customer Engagement, Firm Performance, National Culture), which were included in a proposed model of structural equations, in order to assess the contribution of Online Experience and Customer inspiration to the current status of online trade relations (through Online Customer Engagement), and how these can be improved to the further development of e-commerce between the two countries.

The study builds and tests a framework investigating the determinants of customer engagement with luxury brands on social media platforms.

The study builds and tests a framework investigating the determinants of customer engagement with luxury brands on social media platforms.

Inconsistent findings about role stress and performance motivates this study. Data from 240 customer service representatives (CSRs) and 27 supervisors showed that role conflicts (involving supervisors and consumers) negatively relate to performance, while CSRs’ adaptive behavior mediates the relationship. CSRs’ feedback seeking moderates effects of role conflicts on adaptive behaviors.

Employee innovation is critical to business success and draws knowledge and ideas from customer engagement (CE). In particular, customer interaction, a key aspect of CE, offers opportunities for, and act as a source of, hotel employees’ innovative behaviors (Jaakkola & Alexander, 2014; Li & Hsu, 2016). Focusing on the hotel industry, this study investigates the role of customer interaction, positive affect, and employee motivations in enhancing employees’ innovative behaviors. A structural model was developed based on relevant literature and pilot tested on data collected via a quantitative survey of 196 hotel employees who were in a position requiring interactions with customers. The findings provide support for the proposed model and suggest customer interaction, positive affect, and intrinsic and extrinsic motivations as influential factors impacting on employees’ innovative behaviors directly and/or indirectly. This pilot study forms the basis of a larger project modeling the customer interaction - employee innovation relationship (findings to be presented at the conference). The study contributes to the limited literature on innovation through enhancing CB and employee emotional welfare, addressing the call to strengthen research on the antecedents and outcomes of CB (So, King, Sparks, & Wang, 2016). Practically, the results highlight a need for hotels’ benefit and reward systems to incorporate measures of employee performance in relation to CB.

Customer management based on Customer lifetime value has emerged as the most effective way of doing business due to the ability to foster profitable CRM (Verhoef & Lemon, 2013; Villanueva & Hanssens, 2007). Although there has been much conceptual evidence of the positive link between customer equity and firm’s performance(Blattberg, Malthouse, and Neslin 2009), comparison of relationships between two competing firms based on customer equity and firm profitability is limited. Therefore, this research examines the role of customer equity on the firm profitability by comparing the company type such as leader and follower in customer equity setting. The result shows that the effect of newly acquired Customer equity of the second tier company is stronger than that of the top tier company while the effect of retained customer equity of the top company is stronger than that of the second tier company. Overall, the results provide strategic implications for firms to use a different customer equity strategy in a competitive market structure.

Although there has been much conceptual evidence of the positive link between customer equity and firm’s performance, comparison of relationships between two firms based on customer equity and firm profitability is limited. However, there is an increasing demand for research that investigates the relationship between firms in the competitive market structure. Therefore, the goal of this research is to examine the role of customer equity on firm profitability by comparing two firms, in a customer equity setting. The result shows that the effect of newly acquired CE of the second top company is stronger than that of the top company while the effect of retained CE of the top company is stronger than that of the second top company. Overall, the results offer strategic implications for firms to implement a different customer equity strategy in this competitive market structure.