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Two experiments examined the effectiveness of service recovery strategies in situations where the service firm made customers wait even though they had made a reservation. The recovery strategies ‐ apology only, assistance, compensation, assistance plus compensation ‐ which reflected industry practices, did not lead to positive future intentions towards the service firm. While assistance plus compensation was the most effective strategy, respondents still held negative future intentions towards the service firm. Other factors that had an impact included the type of hospitality service, restaurant or hotel, and the purpose for buying the service. The major implication was that current industry recovery practices were inadequate in mitigating negative intentions. When service firms break a promise, effective recovery requires considerable effort to overcome customers’ negative intentions.

This research investigated the relationship between three elements – core service quality, relational service quality‐ and perceived value – and customer satisfaction and future intentions across four services. The results revealed that core service quality (the promise) and perceived value were the most important drivers of customer satisfaction with relational service quality (the delivery) a significant but less important driver. A direct link between customer satisfaction and future intentions was established. The relative importance of the three drivers of satisfaction varied among services. Specifically, the importance of core service quality and perceived value was reversed depending on the service. A major conclusion was that both perceived value and service quality dimensions should be incorporated into customer satisfaction models to provide a more complete picture of the drivers of satisfaction.

Points out that customer satisfaction and retention are critical for retail banks, and investigates the major determinants of customer satisfaction and future intentions in the retail bank sector. Identifies the determinants which include service quality dimensions (e.g. getting it right the first time), service features (e.g. competitive interest rates), service problems, service recovery and products used. Finds, in particular, that service problems and the bank’s service recovery ability have a major impact on customer satisfaction and intentions to switch.

When designing a guarantee, service firms have a choice ‐the unconditional that guarantees customer satisfaction or the specific, which guarantees a major aspect of the service such as on‐time delivery. To date, this decision has been based primarily on anecdotal observations. This investigation examined consumer reactions to unconditional versus specific service guarantees in terms of risk reduction, preference, and trust in the service provider. In an experimental setting, respondents preferred firms which offered an unconditional guarantee. However, specific guarantees were favoured when subjects considered the ease of getting their money back. For a service firm, the implementation of an unconditional guarantee with a specific payout would have the broadest appeal in the market.

The purpose of this paper is to investigate the asset size regarding how the level of a bank’s premium asset management service interaction quality influences the referral intention using performance expectation and customer satisfaction as mediators.

The study employs data collected from an anonymous survey on 185 customers who visited the PB centers. The study employs confirmatory factor analysis methods following a path analysis and structural equation modeling for testing research hypotheses with stepwise moderating effect test.

The results indicate that superiority in interaction quality of premium asset management services has a positive influence on customer satisfaction and performance expectations, and these quality factors also show a positive influence on the intent to maintain relationships and even referral intentions. The results also show that customers with larger asset sizes only have mediocre intentions to refer bank services to people around them.

Marketing positions, which remain faithful to the asset management obligation to fulfill a stable profit rate through constant interactive processes based on a trusting relationship between the customer and dedicated staff member that forms over time, can be a basis for service quality that can secure mid-to-long-term competition superiority in financial firms that offer asset management services.

This study focuses on whether interaction factors that form the quality of services for customized premium asset management through the bank’s dedicated staff member have a positive influence on customer satisfaction and referral intentions. Based on this analysis, the authors presented strategic implications on conditions that financial firms must focus on in order to secure competitiveness.

The purpose of this paper is to measure the effect of superstar gig workers, defined as independent contractors who are the most successful in their field, on shareholder value. Gig workers comprise as much as 33% of the workforce and are projected to exceed 50% by 2028. Thus, understanding their impact on shareholder value is important.

This paper uses OLS regression analysis. To establish causality regarding wealth effects, the sudden deaths of superstar gig workers are used. To facilitate the uncontaminated measurement of wealth effects, sudden deaths that coincide with a significant event on a [−3, 3] window about the death event are not used.

The sudden death of a superstar gig worker causes shareholder wealth to increase significantly by 0.35% or almost $1.5m. Rational and behavioral explanations are offered for this result.

Generalizability is limited because data on superstar gig workers in traditional corporations are unavailable. For this reason, this paper uses the only available data, namely, data on superstar wrestlers, who are contracted to perform in matches (i.e. “gigs”) in a lucrative promotion (e.g. World Wrestling Entertainment (WWE)). Future research could examine the effect of corporate gig workers on shareholder value if the data become available at some point.

This paper is the first to document the effects of any type of gig worker, whether superstar or regular, on shareholder value.