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Quality in the service sector is of increasing concern to both academics and practitioners. Previously published material is reviewed and attention is focused on the importance of people and internal marketing in the changing environment of service industries, definitions and measurement of service quality, and the service quality/customer care programmes presently being developed and implemented.

This research uses the distinction between communal relationships (based on mutual care and concern) and exchange relationships (based on the principle of quid pro quo) to propose a framework that predicts differences in the shape of consumer response function to increasing levels of brand transgressions.

The paper proposes a conceptual model based on insights from prior research on brand relationships.

The premise being proposed in this paper is that exchange-oriented consumers, being focused on the balance of inputs and outcomes, base their evaluations on an objective assessment of the final outcome, such that their response function will be relatively proportional to increasing levels of brand transgression. On the other hand, communally oriented consumers are concerned with whether or not the relationship partner cares for them, such that up to a point brand transgressions are overlooked while beyond a threshold there is a sudden negative shift in brand evaluations. These consumers thus exhibit a step-function response to brand transgressions.

This paper proposes a conceptual framework and leaves it to future researchers to test it empirically.

Managers now have a toolkit to better manage instances of product and service failure.

Findings from this model can be applied to better manage interpersonal relationships too.

This paper proposes a model that shows how and why consumers might differ in their response to brand transgressions. Further, this is a dynamic model in that it traces the response function of the consumers at increasing levels of transgressions.

The purpose of this paper is to propose a new simplified numerical model, based on a very compact semi-empirical formulation, able to simulate the fluid dynamics behaviors of an electrohydraulic servovalve taking into account several effects due to valve geometry (e.g. flow leakage between spool and sleeve) and operating conditions (e.g. variable supply pressure or water hammer).

The proposed model simulates the valve performance through a simplified representation, deriving from the linearized approach based on pressure and flow gains, but able to evaluate the mutual interaction between boundary conditions, pressure saturation and leak assessment. Its performance was evaluated comparing with other fluid dynamics numerical models (a detailed physics-based high-fidelity one and other simplified models available in the literature).

Although still showing some limitations attributable to its simplified formulation, the proposed model overcomes several deficiencies typical of the most common fluid dynamic models available in the literature, describing the water hammer and the nonlinear dependence of the delivery differential pressure with the spool displacement.

Although still based on a simplified formulation with reduced computational costs, the proposed model introduces a new nonlinear approach that, approximating with suitable precision the pressure-flow fluid dynamic characteristic of a servovalve, overcomes the shortcomings typical of such models.

The purpose of this paper is to use “positive organizational behavior” and “transformative service research” paradigms to introduce “employee well-being” as a focal construct in the process by which internal service quality (ISQ) drives employee satisfaction, commitment and performance.

A field-survey using a structured questionnaire is employed to test all the hypotheses with 250 employees and their 25 supervisors in a manufacturing unit in Guangdong province of the People’s Republic of China.

All the eight hypotheses are supported. ISQ has a positive effect on employee satisfaction, commitment and employee well-being, which in turn positively influence employee performance. Employee well-being also positively moderates (strengthens) the effects of employee satisfaction and commitment on employee performance.

This paper uses data from a single factory in China and focuses on a few key constructs, which may restrict the generalizability of its findings. Moreover, no significant differences were found among the supervisor-workers units.

Managers in non-service industries should focus on improving ISQ and employee well-being in their organizations because both these constructs have significant direct and indirect effects on employee performance.

This paper extends past research on ISQ by showing that it affects employee performance via satisfaction and commitment, and that employee well-being moderates the effects of employee satisfaction and commitment on performance.

Managerial motivation depends, in part, on the perceived value or attractiveness of the rewards offered to the manager. This perception‐based study provides empirical evidence of the associations between motivation and performance, and valued rewards. Generally, for this sample of 225 middle‐level managers, intrinsic rewards are more highly valued than extrinsic but higher motivation and performance is positively associated with a preference for a combination of rewards. Preference patterns by stage of career, position in the hierarchy or functional area are not detected. Whilst valued rewards appear to have an influence on motivation and performance, particularly when applied in combination, the determinants of preferences appear to be diverse.

The purpose of this paper is to uncover the desired qualities and behaviours that patients believe general practitioners (GPs) should have in medical (service recovery) encounters. In particular, the authors try to reveal the qualities and behaviours of GPs that patients value, to understand the underlying benefits that they look for during personal (service recovery) encounters, and to graphically illustrate the findings in a so‐called hierarchical value map. This will prove to be important in order to understand patients' needs and desires correctly.

An exploratory research study using the qualitative laddering interviewing technique was regarded as appropriate as it allows researchers to gain a deeper insight into an underdeveloped research subject. In total, in‐depth laddering interviews with 38 respondents were conducted.

In case of a service recovery encounter, patients believe that GPs need to show competence, friendliness and empathy in order to restore trust in them. GPs should also listen actively and do the appropriate checks in order to find the root cause of the problem. “Health” was the main value sought by patients. This value is considered by patients to be the gateway to moving on with their everyday lives and search the attainment of other values such as well‐being, belongingness, accomplishment, and self‐realization. Moreover, respondents would like to gain knowledge about their disease in order to prevent them in the future and to have some sense of control over the decision of the treatment. Patients also want a more active role in the medical (service recovery) encounter, which calls for a more shared approach by GPs in the interaction with their patients.

This paper gives a valuable first insight into the desired qualities and behaviours of GPs during medical (service recovery) encounters. The study results especially indicate that complaining patients are people first and patients second, where the primary importance is the satisfaction of basic social needs. The fact that this study has revealed the highest number of values in published laddering studies so far shows how crucial these medical (service recovery) encounters in general and GP qualities and behaviours in particular are for patients. Another strong contribution of this paper is the finding that all the identified concepts from the laddering interviews that are shown in the hierarchical value maps must not been seen in strict isolation, as in previous research, but have to be understood as a network of interrelated concepts.

Two major trends have shaped the international business field over the past decade: globalization and the quest for responsible leadership. Yet, what are the qualities that predispose business leaders to act responsibly in an increasingly complex, interlinked world, and thus to meet new social, environmental, and political responsibilities? How can organizations develop these qualities in their current and future leaders? In this chapter, we provide tentative answers to both questions by fleshing out some of the qualities global leaders need to succeed in a connected world and by comparing three innovative executive development programs that use international service learning assignments as a way to instill these qualities in their executives. These programs are PricewaterhouseCoopers’ Ulysses Program, Pfizer’s Global Health Fellows Program, and IBM’s Corporate Service Corps.

This research paper aims to provide an understanding of how customers evaluate other customers’ misbehavior, considering the attribution of responsibility and how service employees should react in the respective situation.

Two sequential studies using written scenarios are conducted, including manipulations for responsibility (deviant customer vs employee) and employee effort (high vs medium).

The results show that observing customers perceive misbehavior caused by the deviant customer as more severe and feel more intense negative emotions than when an employee is attributed as being responsible. Employee responsibility, however, elicits higher recovery expectations, which in turn decide the level of employee effort required to ensure observing customers’ satisfaction.

Due to the exploratory research objective and the use of a restricted sample and written scenarios, the studies may be subject to restrictions. Further studies will ensure generalizability.

Because different customer expectations arise from the respective responsibility for customer misbehavior, service employees should be encouraged to differentiate their efforts when approaching misbehavior. In case of their own responsibility, employees need to exert higher efforts to restore a functional service encounter, whereas in cases of customer responsibility, medium efforts are sufficient to stop the misbehaving customer.

This research contributes to understanding of cognitive and emotional responses to customer misbehavior considering the attribution of responsibility and indicates how service employees may handle these situations.

DECEMBER sees the close of the presidency of Lionel R. McColvin. Few men in the record of the Library Association have more deserved the eminence the office affords and the feeling is aroused that it is all too brief a tenure. None has used twelve months to more useful purpose. He presided over the Annual Conference with dignity and conducted the unfortunate Annual Business Meeting with a fairness that was scrupulous. He has given several public addresses, a notable one being that at the Manchester Public Library Centenary which may be read in The Manchester Review (Autumn, 1952); has served on at least one Government committee, has opened libraries, unveiled the L.C.C. tablet to William Ewart; has found time to address various branch and divisional meetings of librarians, to serve on the N.C.L. Executive Committee, to sign the Fellowship certificates of successful candidates and, of course, has presided over every meeting of the L.A. Council and, we understand, with such success that complete harmony ruled in that very miscellaneous body. He passes on his office with honour and with our gratitude.