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The purpose of this paper is to examine the antecedents of word-of-mouth (WOM) in long-term service settings. Specifically, the authors examine the moderating role of action inertia in the relationships between satisfaction and repatronage intention, satisfaction and WOM, and repatronage intention and WOM.

The proposed model was empirically tested using survey data from 1,385 telecommunications service subscribers. The data were analyzed using partial least squares path modeling.

Results suggest that a positive link between repatronage intention and WOM, hereto a neglected relationship in the marketing literature, in contrast to previous literature, the behaviors of long-term customers are not predictable, and action inertia strengthens satisfaction – WOM and repatronage intention – WOM links and weakens satisfaction – repatronage intention link.

This study examines customers of a utilitarian service. To further determine the potential of the model, it is desirable to explore the validity of the model in other service settings, particularly those with high hedonic values.

The study provides valuable insights into repatronage intention – WOM link, with particular emphasis on the measurement and analysis of action inertia. This is important in understanding and evaluating inertia influences and identification of the drivers of WOM. These insights can be used by managers to better allocate their resources when investing in customer loyalty-building exercises and in generating WOM.

This paper contributes to the literature in three main ways. First, it examines the nuances of customer loyalty in continuous service contexts. Second, the study empirically tests the role of repatronage intention as an antecedent of WOM. Third, the study introduces and tests the moderating role of action inertia on positive WOM.

This paper examines product elimination in the UK's financial services sector. Specifically it considers how success is defined and measured. The literature explains that in financial services the ability to fully eliminate a product is difficult due to contractual and legislative barriers. This has resulted in the use of two forms of elimination – partial and full. An empirical study of retail banks, building societies and insurance organisations was undertaken. It was identified that success is defined by the specific objectives used in implementing either of these strategies. The study identified that success was measured by the extent to which product removal was achieved in line with the set objectives of elimination, and how removal resulted in performance gains for other business activities.

As the UK’s retail financial services sector discovers the value of retaining customers it is also becoming aware that product elimination has the potential to damage existing purchasing relationships. Unlike physical goods, where elimination is often undertaken with scant regard for the customer, in financial services the customer is central to the elimination action. The nature of the product and the existence of operational constraints have created two levels of elimination. The first, partial elimination, removes the product from some but not all customers, and requires the organisation to provide on‐going support. Full elimination occurs only when all customers cease to own the product and production is terminated. These two levels of elimination are comprised of different processes that impact on customers in different ways. The way they impact will determine whether wider organisational objectives such as customer retention as an outcome of a product elimination action can be achieved.

This paper examines product elimination in the UK's financial services industry. The literature review establishes that physical goods elimination theory has only limited application to the financial services sector. A three‐stage methodology is employed to find out how products are eliminated in retail banks, building societies and insurance organisations. A model is formulated that provides an overview of the different stages involved in eliminating a product and how each stage is brought together within a process. It is identified that each stage of elimination is influenced by the extent to which full elimination (terminating production and support liability) can be achieved. This is dependent upon the existence of external barriers – legislative controls, contractual obligations, and internal constraints created by the organisation's desire to maintain customer relationships post‐elimination. By outlining the elimination process and key influences the ability to plan product termination to achieve wider objectives, such as customer retention, should become easier.

This paper revisits the causes of product deletion, an important if somewhat neglected part of product management theory. The causes of product deletion are important in the way they compromise a product manager’s ability to pursue the organisation’s product objectives. Without a knowledge of when or why a product may become sick, it is doubtful that proactive product management can be successfully accomplished. The documented causes of why products become terminally ill are explored to provide a conceptual background for the reported study. The findings of a qualitative study into the factors that cause product deletion in the financial services sector are presented. The key issues relating to both the financial services and the physical goods sector are analysed and discussed. The outcome of this is a realisation that the development of a universal model for the identification of why products become weak is unsafe. The results of this study suggest that there is a clear need for research that explores the relationship between the causes of product decline and the formulation of triggers of deletion.

Discusses the options available to financial service companies to accomplish product removal or elimination. Reports the findings of a two year study into the practices and processes of financial service sector product elimination activity. Outlines why product elimination is relevant to product management and indicates the extent to which previously reported elimination theory can embrace service sector‐specific elimination issues. Presents the withdrawal options for the financial services sector and discusses their usage. Finally, gives the implications that these strategies have for current product management theory.

This research examined how Australian construction projects perform in the area of client-led innovation. The purpose of this paper is to test the influence of a set of enablers in promoting the innovative performance of construction projects and examine how Australian construction projects perform in relation to innovation.

A questionnaire was developed and distributed to over 300 construction industry practitioners to obtain perceptions of industry practitioners regarding client-led enablers to promoting innovation at the project level, with 131 valid responses received. The data from the survey were subjected to statistical analyses including mean comparisons, using the Mann–Whitney U-test and Kruskal Wallis Test.

This research identified a number of enablers that clients can employ in construction projects to enhance innovative performance. It also revealed that the innovative performance of construction projects in Australia appears to be above average, although the perceived level is not too high. The main finding of the research is that Australian clients could achieve higher outcomes from construction projects by promoting innovativeness in their projects, especially by promoting innovativeness in their own organizations and providing incentives/rewards and other support for innovative activities in projects.

Past research focusing on client-led enablers at the project level is limited. This research identified a number of enablers that clients can employ to achieve greater benefits from their projects through innovation.

This study aims to investigate and model the complex dynamics of innovation enablers in construction projects aiming to develop a framework identifying actions for clients to promote innovation.

Through a comprehensive literature review, a conceptual model was previously derived to explain the client-driven enablers in promoting innovation. This was tested using the data from 131 Australian construction projects. Statistical analysis was conducted on the data using factor analysis and correlation analysis to test the model, which was validated using the case study approach. The testing and validating aspects are explained in this paper.

The constructs of the recommended model are idea harnessing, relationship enhancement, incentivization and project team fitness.

The difficulty of analyzing the complex dynamics happening within projects in relation to innovation has been a barrier to progress research in this area. The introduction of this model would pave the way for researchers to explore this area with ease.

As revealed in the detailed literature review undertaken, this is the first time that a comprehensive study has been conducted to identify client-led innovation enablers for construction projects. The results would benefit industry practitioners to achieve enhanced project outcomes in construction projects through innovation.

This paper analyses the incremental housing process developed at Villa Verde, a housing project designed by the Chilean architecture firm Elemental, whose director Alejandro Aravena received the Pritzker Prize in 2016. This project is conceived within a social housing framework and designed as an affordable “half-house” to be incrementally extended by the owners.

This paper is based on research undertaken in August 2017 with data obtained through site surveys, trace analysis, interviews with 32 residents and photographic surveys. The researchers mapped the modifications made by all households at Villa Verde in the four years after occupation.

The strategy of designing a formal framework for informal additions has generally been successful with most houses undergoing substantial expansion to a high standard of construction. The paper raises concerns regarding the settlement's urban design, response to local climate and the quality of shared open space. We also find evidence of over-development as informal additions extend across front and rear yards that are in some cases fully enclosed.

This project is critiqued within the context of a long series of architectural attempts to harness the productive capacities of self-help housing. Villa Verde engages the freedom to build in a self-organised manner within a formal framework. But what will stop these additions from escalating into a “slum”?