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The study aims to examine the underexplored agenda in organizational citizenship behaviors (OCBs) through the collectivistic 50-and-older customers' lens when encountering medical-care services by applying stimulus-organism-response (S-O-R) theory.

The authors propose an integrative causal model derived from employees OCBs perceived by the collectivistic 50-and-older outpatients in Korean medical-care organizations and test the causal relationships using structural equation modeling (SEM).

The three dimensions of OCBs are external stimuli to the synergistic relationship of both cognitive and affective organisms for enhancing the organization's external outcomes. The customers' organismic processes mediate the relationships between OCBs and the resultant outcomes. Customer satisfaction plays a pivotal role in determining customers' future behavior when converting the business relationship to friendship.

The proposed integrated model provides an overall mechanism of the collectivistic customer decision process in the medical-care service setting. The integrated model helps to understand better how customers proceed mental and emotional states with the encountered services and how frontline employees offer extra-roles beyond in-roles to their customers in touching points to maintain superior organizational performance.

The authors respond to the underexplored agenda in the OCB research discipline. The study is one of the few studies to examine the effect of OCBs from collectivistic customers' perspectives and apply a consumer behavior theory to explain a service organizational performance in an integrative causal model.

The purpose of this study is to empirically investigate the impact of incumbents’ defensive strategies, specifically price-cut and capacity expansion, on new entrants’ (NEs) exit decisions and examine the moderating role of incumbents’ relational market-based assets (RMBAs).

Drawing upon real options theory, an empirical study using logistic regression is conducted on a rich, multi-market data set of NE exits between 1997 and 2019 in the U.S. airline industry.

Contrary to intuitive expectation, the results show that cutting prices in response to entry reduces NEs’ likelihood of market exit. However, when incumbents possess strong RMBAs, using a price cut proves to be effective in pushing NEs out of a market. Moreover, an NEs’ exit likelihood is higher when incumbents expand capacities in response to entry.

In this study, market exit is defined as a complete withdrawal from the market and operationalized as a binary variable. Future research could examine different degrees of downscaling by NEs while remaining in the market.

This research demonstrates the opposing effects of price-cut and capacity expansion and the crucial role of RMBAs and advises managers to be cautious and consider trade-offs when implementing their defensive strategies to push NEs out of their markets.

This study contributes to the literature by examining the impact of incumbents’ defensive strategies, price-cut and capacity expansion, side by side and exploring the moderating role of RMBAs. Extant research has focused on antecedents of defensive strategies, whereas the consequences are the focus of this research.