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The purpose of this study was to examine the effect of member identity and its dimensions of power, urgency, external legitimacy, internal legitimacy and interest, on satisfaction and behavioural intentions in fitness centres.

Two studies were designed. In Study 1, data were collected from fitness centre members (n = 225) and structural equation modelling used to examine the dimensions of fitness centre member identity and its subsequent effect on satisfaction and behavioural intentions. In Study 2, interviews exploring member identity were conducted with members (n = 9) and managers (n = 7) and a content analysis contrasted their perceptions of power, urgency, internal legitimacy, external legitimacy and interest.

The results of Study 1 support the multidimensional construct of member identity and its positive influence on both satisfaction and behavioural intentions. Satisfaction mediated the relationship between member identity and behavioural intentions. In Study 2, managers and members expressed similar perceptions of the member identity dimensions: low power; urgency is issue-dependent; external legitimacy is recognized; members are perceived as legitimate; and most members exhibit high interest in their membership.

This study provides a deeper understanding of how member identity contributes to long-term relationships between members and fitness centres. It extends the body of consumer behaviour literature in the context of fitness centres.

This study examined brand hate within the context of the (German) Bundesliga and (Australian) National Rugby League (NRL). The study pursued two research questions: (1) What types of brand hate were expressed towards the Bundesliga and the NRL? (2) To what extent did hateful comments attract more likes than non-hateful comments?

Brand hate was studied in the context of competition restrictions in 2020 due to the Covid-19 pandemic. We analysed reader comments posted below online articles published in three German (119 articles and 8,975 comments) and three Australian online newspaper articles (116 articles and 4,858 reader comments). The data were analysed deductively.

Non-parametric tests found that all types of brand hate were expressed. Approximately 85% of the hateful comments were mild, or more specifically, cold (n = 445 or approximately 53%), or cool (n = 250 or approximately 30%), or hot (n = 20 or approximately 2%). Hateful comments attracted more likes than non-hateful comments.

This study advances our understanding of how negative brand perceptions underpin an extreme negative emotional reaction in the form of brand hate. The empirical evidence enables brand managers to better address disgusted, angry, or contemptuous consumers (or stakeholders) and consider whether the feeling is enduring, strong or weak, and linked to either aggressive or passive behaviours.

This chapter reviews research on multi-level organizational justice. The first half of the chapter provides the historical context for this issue, discusses organizational-level antecedents to individual-level justice perceptions (i.e., culture and organizational structure), and then focuses on the study of justice climate. A summary model depicts the justice climate findings to date and gives recommendations for future research. The second half of the chapter discusses the process of justice climate emergence. Pulling from classical bottom-up and top-down climate emergence models as well as contemporary justice theory, it outlines a theoretical model whereby individual differences and environmental characteristics interact to influence justice judgments. Through a process of information sharing, shared and unique experiences, and interactions among group members, a justice climate emerges. The chapter concludes by presenting ideas about how such a process might be empirically modeled.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper examines the role of managerial curiosity as a critical factor in determining the future impact of disruptive information technologies in a global organization. Specifically, this paper presents curiosity as a managerial characteristic that plays an important role in identifying disruptive information technologies and facilitating their early adoption. Further, it uses resource‐based theory as a theoretical lens to illustrate how managerial curiosity can be a source of sustained competitive advantage. Finally, it examines the individual decision styles that are best suited in assessing disruptive information technologies.

The scaling up of promising, innovative integration projects presents challenges to social and health care systems. Evidence that a new service provides (cost) effective care in a (pilot) locality can often leave us some way from understanding how the innovation worked and what was crucial about the context to achieve the goals evidenced when applied to other localities. Even unpacking the “black box” of the innovation can still leave gaps in understanding with regard to scaling it up. Theory-led approaches are increasingly proposed as a means of helping to address this knowledge gap in understanding implementation. Our particular interest here is exploring the potential use of theory to help with understanding scaling up integration models across sites. The theory under consideration is Normalisation Process Theory (NPT).

The article draws on a natural experiment providing a range of data from two sites working to scale up a well-thought-of, innovative integrated, primary care-based dementia service to other primary care sites. This provided an opportunity to use NPT as a means of framing understanding to explore what the theory adds to considering issues contributing to the success or failure of such a scaling up project.

NPT offers a framework to potentially develop greater consistency in understanding the roll out of models of integrated care. The knowledge gained here and through further application of NPT could be applied to inform evaluation and planning of scaling-up programmes in the future.

The research was limited in the data collected from the case study; nevertheless, in the context of an exploration of the use of the theory, the observations provided a practical context in which to begin to examine the usefulness of NPT prior to embarking on its use in more expensive, larger-scale studies.

NPT provides a promising framework to better understand the detail of integrated service models from the point of view of what may contribute to their successful scaling up.

NPT potentially provides a helpful framework to understand and manage efforts to have new integrated service models more widely adopted in practice and to help ensure that models which are effective in the small scale develop effectively when scaled up.

This paper examines the use of NPT as a theory to guide understanding of scaling up promising innovative integration service models.

Despite the growing trend for single-dish restaurants in the Philippines, understanding customer loyalty for this subsector is scarce in the current literature. To address such a gap, this paper aims to identify attributes and their sub-attributes that contribute to customer loyalty for single-dish restaurants.

Using the analytic hierarchy process, the priorities of these attributes in achieving customer loyalty were generated from a group of expert decision-makers. A representative case study in the Philippines with an emerging market trend for single-dish restaurants was conducted.

Findings show that “value” is the most crucial attribute in achieving customer loyalty, followed by “food” and “service” attributes, which are straightforward implications of single-dish restaurants. More strikingly, the “atmosphere” attribute ranks last in the priority list, which may mean that customers consider fancy environments with less priority when dining in these types of restaurants. In the priority sub-attributes, “dining experience” and “tastiness” came up on top of the list, with the “music” attribute ranking last. These findings are crucial inputs to inform the design of strategies that would enhance the customer base.

This study reports the first attempt to rigorously analyze single-dish restaurants, which gain little attention in the current literature, yet an emerging type of restaurant, especially in developing economies. With significant differences in many aspects of mainstream restaurants, customer loyalty attributes may be different. This paper determines the list of priority attributes and sub-attributes of customer loyalty for Philippine single-dish restaurants. Identifying these priority attributes contributes to the extant literature by offering valuable insights for relevant decision-makers in gaining competitive advantage within their market niches.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

This paper aims to introduce the concept of consumer impatience, empirically explore how it relates to time-based logistics performance (delivery speed and delivery timeliness) and discuss its impact on consumer satisfaction. This research argues that gaining insights related to delivery performance from a consumer’s perspective can help the development of more effective time-based logistics strategies for e-commerce home deliveries.

Hypotheses in this study are developed using attribution theory and tested with empirical data collected through an online behavioral consumer experiment. Middle-range theorizing is used to develop an understanding of the mechanisms that impact the relationship between time-based logistics performance and consumer satisfaction.

Findings indicate that consumer impatience with delivery speed and delivery timeliness play an essential role in the relationship between time-based delivery performance and consumer satisfaction. Issues with delivery timeliness are shown to have a more negative impact on consumer satisfaction than issues with delivery speed, while delivery communication is demonstrated to have a positive relationship with consumer satisfaction.

This empirical study adds to existing time-based competition literature by taking a consumer-centric perspective and bringing a largely overlooked but critical concept – consumer impatience – into the logistics and supply chain management setting. Middle-range theorizing allows for a conceptualized understanding of consumers’ delivery experiences that can help companies develop proactive actions in their time-based competition initiatives.

Food and Drug cases are notorious for their capacity for providing Courts of Justice with knotty points. An interesting specimen of such a point is disclosed in Query No. 8341 in the issue of “The Sanitary Record” of January 23rd. Section 17 of the Sale of Food and Drugs Acts, 1875, provides that if an Inspector applies to purchase an article of food exposed for sale, “and shall tender the price for the quantity which he shall require for the purpose of analysis,” and the person exposing the article for sale refuses to sell to the Inspector, such person is liable to a penalty. According to the full and first‐rate report of the case in question in the “Middleton Guardian” of December 18th last, the following appears to have happened:—The defendant was delivering milk at customers' houses from a horse‐drawn cart. The Inspector went up to him and told him that he was an Inspector under the Act, and that he wanted two pints of milk as samples, one from the can in the cart and the other from the can in the defendant's hand. The defendant said, “I refuse to supply you.” The Inspector then offered him a shilling, and said, “I want two pints of milk.” The defendant again refused to supply the samples, giving no reason for his refusal, and at once drove away. On proceedings being taken for the penalty imposed by the above section, the defendant's solicitor took the point that there had been no “legal tender” under the section, the price of the milk being 9d. and the tender being that of a coin of greater value, thus necessitating the giving of change. The Justices dismissed the summons on this ground. Apparently the only answers which occurred to the Clerk to the prosecuting Local Authority were that the Inspector “might not have known what the milk would cost,” and that the case cited by the defendant's solicitor was decided as long ago as 1815. As the Clerk to the Justices observed, people have only too good a reason for bearing in mind the present price of milk, and it is absurd to suggest that an Inspector of Food dues not know the current price of two pints of this commodity. The mere age of a case is also a feeble retort. We are therefore not surprised at the result of the proceedings. The querist also raises an equally untenable argument in support of his prosecution. He says that it is “the custom of ordinary purchasers to tender larger amounts than cover the value of the article purchased,” and that Inspectors “as far as possible act as ordinary purchasers.” The obvious reply to this is that such a custom cannot override the law, and here the law requires “legal tender.” Now a tender, to be legally valid, must be either “for the specific amount,” or “for more than the precise amount without a demand for change,” or “if the creditor; can select his portion without giving change” (Lord Halsbury's “Laws of England,” Vol. 6, at page 462). One of the authorities cited for this proposition is Wade's Case (5 Co. Rep. 114 a). This decision was given in 1601, and is therefore more than 200 years older than the authority to the antiquity of which the Clerk objected. This authority was no doubt that of Robinson v. Cook (1815, 6 Taunt. 336), where the Court held that tender of a larger amount with a demand for change was bad. It appears to us that the Clerk's answer to this technical defence should, in ordinary times, have been that, though there was a tender of more than the 9d., there was no “demand for change,” for the Inspector did not ask for his 3d. Moreover, the defendant drove away without giving the Inspector any opportunity of saying that he might keep the 3d. It does not appear to be necessary, however, for the purchaser to state expressly that he does not demand any change, and if he has no reasonable opportunity for considering whether such a demand shall be made or not, we are of opinion that the tender of more than the sum due is valid. It certainly is not usual for Inspectors to give money away when making their purchases, but if an Inspector does not happen to have upon him the exact sum required, and he has reason to suspect the quality of milk that is in course of delivery, we regard it as his duty to sacrifice any small sum like 3d. in order that he may perform his duty to consumers. But for D.O.R.A., the querist would, in our opinion, have been perfectly justified, in the circumstances of the case to which he has called our attention, in foregoing his change, and there was nothing to show that this may not have been his intention if the defendant had not been in such a hurry to escape from his clutches. The meaning of our reference to “ordinary times” and to D.O.R.A. is this: At the time in question it was illegal for the milkman to sell, and for the Inspector to purchase, milk at a price higher than the maximum fixed by the Regulations. Courts will not presume that persons intend to commit a breach of the law. In this case, therefore, if our point had been taken in, the Justices would have been justified, as there was no direct evidence of any such intention, in refusing to presume that the Inspector intended to pay more than 9d. for the two samples. Furthermore, if in fact the Inspector had said definitely “I do not want any change,” we think that the tender would still not have been legal, because the milkman would have been entitled to reply “D.O.R.A. won't let me sell you two pints for more than 9d., and therefore change is necessary.” We, like the Justices, regret the result of their ruling, and hope that this article may serve as a hint to officers who may find themselves placed in a similar situation when D.O.R.A. has disappeared.— The Sanitary Record.