Mi Ryoung Chung and Jon Welty Peachey
Understanding the advantages of brand experience is important for brand managers to more effectively grow satisfied and loyal customers. To date, little research has examined the…
Abstract
Purpose
Understanding the advantages of brand experience is important for brand managers to more effectively grow satisfied and loyal customers. To date, little research has examined the relationship between brand experience and customer satisfaction, uncertainty, and brand loyalty with sport products. Therefore, this study examined these relationships with golf club products in the golf industry.
Design/methodology/approach
Data were collected from golf players in South Korea (n = 386) through online surveys. Structural equation modeling (SEM) was utilized to examine the relationship between the variables.
Findings
The results revealed that brand experience influences golfers' uncertainty toward other brands. In other words, doubts about the brand will decrease when consumers experience sensory, affective, behavioral, and intellectual interactions with a brand. Interestingly, brand experience does not influence golfers' satisfaction as indicated by previous studies. Also, findings showed that just having experience with a brand does not lead to golfers' loyalty.
Originality/value
This study helps to understand how consumers' direct experiences influence brand beliefs and attitudes. Moreover, this study is significant for sport marketing practitioners since it explores an alternative marketing approach to brand differentiation, which has the potential to attract and retain more customers.
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Denise Linda Parris, Adrien Bouchet, Jon Welty Peachey and Danny Arnold
Creating value through service innovation requires new processes and ways of communicating to multiple stakeholders. Institutions and stakeholders within the service ecosystem…
Abstract
Purpose
Creating value through service innovation requires new processes and ways of communicating to multiple stakeholders. Institutions and stakeholders within the service ecosystem, however, often resist change. Adopting a new service strategy entails two distinct costs – monetary and psychological. The tensions between an organization’s need to generate incremental revenue and the challenges of balancing business as usual and the costs associated with service innovation are explored. Specifically, this paper aims to explore the adoption of a customer relationship management (CRM) technology solution in a bureaucratic setting, and the sequence of events needed for successful implementation, with emphasis on overcoming various barriers and hurdles.
Design/methodology/approach
A case study methodology is used to gather and analyze data on how the Arizona State University (ASU) athletic department responded to the changing competitive environment via adopting a CRM technology solution. Data collection consisted of ten semi-structured interviews.
Findings
The experience of ASU illustrates that the primary benefits of a CRM technology solution include the generation of incremental revenue, capturing data and personalized marketing. The main challenges are coordinating adoption, obtaining commitment, developing competency, estimating costs and creating content.
Research limitations/implications
A conceptual framework emerged from the data that describes the likelihood of a service technology’s successful implementation based upon the interaction of the strength of key actors, organizational situation perception and organizational commitment. The model extends the proposed duality of service innovation outcomes as either success or failure to acknowledge the likelihood of a partial implementation where marginal success is achieved.
Practical implications
The sequence of events needed for successful implementation of a service technology is highlighted, with emphasis on overcoming various barriers and hurdles. Implementation steps are provided, as well as a model to help pinpoint issues.
Originality/value
The case study provides insight for overcoming pitfalls and barriers to adopting a new service technology in a traditionally bureaucratic organization where resistance to change is the norm, and innovation is not.
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Janelle E. Wells and Jon Welty Peachey
This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions…
Abstract
Purpose
This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions. In particular, it aims to investigate the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions.
Design/methodology/approach
Participants were 208 National Collegiate Athletic Association (NCAA) Division I softball and volleyball assistant coaches in the USA. Using the multifactor leadership questionnaire (MLQ – Form 5X) and an organizational turnover intent questionnaire, participants evaluated their head coach's leadership behavior, satisfaction with the leader, and their own organizational turnover intent.
Findings
Results revealed a direct negative relationship between leadership behaviors (transformational and transactional) and voluntary organizational turnover intentions. Also, satisfaction with the leader mediated the negative relationship between leadership behaviors (transformational and transactional) and voluntary turnover intentions.
Research limitations/implications
The study was limited by the use of professional associations to contact participants, the timing of the data collection, and the exploration of only one of numerous possible mediating variables. Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for effective leadership of work teams and for mitigating voluntary turnover intentions.
Originality/value
The paper's principal theoretical contribution is the addition of satisfaction with the leader as a mediating variable between transformational and transactional leadership behavior and voluntary organizational turnover intentions.
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Jon Welty Peachey, Laura J. Burton and Janelle E. Wells
The purpose of this paper is to explore the influence of transformational leadership, organizational commitment, job embeddedness, and job search behaviors on voluntary turnover…
Abstract
Purpose
The purpose of this paper is to explore the influence of transformational leadership, organizational commitment, job embeddedness, and job search behaviors on voluntary turnover intentions among senior administrators in intercollegiate athletics departments in the USA.
Design/methodology/approach
In total, 196 senior athletic administrators completed an online questionnaire assessing transformational leadership of the athletic director, organizational commitment, job embeddedness, job search behaviors, and voluntary turnover intentions. A model of turnover intentions was tested using structural equation modeling.
Findings
Results indicated that organizational commitment did not mediate the relationship between transformational leadership and job search behaviors, nor did job search behaviors mediate the relationship between organizational commitment and turnover intentions. However, job embeddedness moderated the relationship between organizational commitment and job search behaviors.
Research limitations/implications
While the study results cannot be generalized outside of the intercollegiate context, the findings further the understanding of variables influencing the relationship between transformational leadership and turnover, which can guide future research.
Practical implications
To limit job search and retain employees, managers would benefit from targeting retention efforts on employees with less organizational commitment and lower levels of job embededdness. Managers should strive to foster job embeddedness among employees.
Originality/value
This study examines potential mediating and moderating variables of the relationship between transformational leadership and voluntary turnover intentions, an area of inquiry that has not been fully explored in the literature.
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Lyndsay M.C. Hayhurst, Holly Thorpe and Megan Chawansky