The meaning of commitment in professional service relationships: a study of the meaning of commitment used by lawyers and their clients

Several authors have identified the importance of commitment in successful business relationships. However, few studies have considered the meaning of commitment, especially within the context of customer-supplier relationships.

Most studies of commitment within the marketing literature use existing conceptualisations developed within the psychology and organisational behaviour literatures. The purpose of this paper is to explore the meaning of commitment in a customer-supplier relationship context, and to compare this with traditional conceptualisation of commitment.

This study investigates the meaning of commitment used by both lawyers and their clients, within the context of their relationship. The findings show that the meaning of commitment used in professional relationships may be more complex than its traditional conceptualisation and should be extended to include at least three additional components including: 'partnership commitment', 'impression management commitment' and 'personal commitment'. It is argued that it is inappropriate to 'borrow' the conceptualisation of the construct of commitment from other disciplines, without considering the market-based context in which it is used. Implications for professional service relationships include that professionals and clients would benefit from sharing a similar meaning of commitment and this meaning may be influenced by the culture, systems and processes of their organisation.     

The rubbish of marketing

One of the “by-products” of successful marketing, in the single-use packaged fmcg sector is litter. For example, in a recent Australian survey, empty coke cans were found in 91 per cent of the 983 towns and cities researched. In this paper, we begin to use marketing literature and practice to tackle what we see as a marketing problem – persuading consumers to change their behaviour and not drop litter. Firstly, we demonstrate that existing ways of capturing data about consumers' littering behaviour and attitudes towards litter are flawed. Secondly, we propose and test a new, more realistic, “proxy” for littering behaviour and attitudes towards litter, “litter recall”. Finally, we investigate whether there are differences in values between those that are more likely to drop litter and those that are not. These findings are of use to researchers and practitioners interested in using marketing practice to develop, for example, more effective anti-littering campaigns.     

The Impact of Collaboration Between Industry and Academia on SME Growth

One important aspect in the small firm sector is the increased provision of training available to encourage small businesses to expand and develop their knowledge base. In the belief that new small firms can generate a number of new jobs at a time of high unemployment, the UK government in the early 1980s developed public policy to encourage small firm formation and growth. Measures have been enacted to assist small firms in the UK in areas of taxation, education, funding and placement schemes. (Cross 1983). Although Curran (1986) describes this as a 'heading plunge' into a policy of discrimination in favour of the small enterprise, and is critical of the effectiveness of many of these actions, the measures are a clear indication that public policy and funds are firmly committed to support the small firm sector (Marlow 1992). Since then local support agencies, such as The Training and Enterprise Councils (TECs), and Local Enterprise Councils (LECs) in Scotland, funded by the Department of Trade and Industry and European Union offer professional consultancy advice and training to small firms and their owners. Such agencies offer help in the form of business start-up support and training, management skills and any aspect, which can aid growth in the small firm. However, the indications from the agency consultants have found that not enough owner/managers are utilising this enterprise network to assist business growth (Marlow 1992, Choueke and Armstrong 1998).     

The Role of Funders in Nonprofit Merger Activity: Implications for Charity Fundraising and Marketing Practice

Considers the role of nonprofit funders in stimulating merger activity in the U.K. voluntary sector. Provides the first empirical evidence of the impact of a nonprofit merger on subsequent fundraising and marketing activity. Based on a series of 12 elite interviews with senior personnel who have experienced a nonprofit merger, the article concludes that the implications will vary by category of funding sought and that, for example, individual donors who might previously have been supporting both organisations will only offer one gift (at the previous gift level) to the merged organisation     

The Role of NGOs in CSR: Mutual Perceptions Among Stakeholders

This paper explores the role of NGOs in corporate social responsibility (CSR) through an analysis of various stakeholders’ perceptions and of NGOs’ self-perceptions. In the course of qualitative research based in Spain, we found that the perceptions of the role of NGOs fall into four categories: recognition of NGOs as drivers of CSR; concerns about their legitimacy; difficulties in the mutual understanding between NGOs and trade unions; the self-confidence of NGOs as important players in CSR. Each of these categories comprises the various elements analysed in the paper. We found some discrepancies between the perception of others and the self-perceptions of NGOs, which explains why their role is often controversial. The research confirms that secondary stakeholders, such as NGOs, are key players in CSR, but their role is still regarded as controversial and their legitimacy contested. Deep-seated misunderstandings and mistrust among various stakeholder groups (particularly between NGOs and trade unions) are a possible hurdle to the integration of social and environmental concerns in business activity and corporate governance in Spain. The study finds that business managers need to take a less firm-centric and a more contextual approach, and look more closely into the relationship with and among stakeholder groups. For NGO managers, the research shows that NGOs are not always aware of the stereotypes they generate and the problems caused mainly by what is seen as ambivalent roles: critic and counsellor, accuser and judge, idealist and fund raiser.

The Role of Value Change Management in Relationship Dissolution: Hygiene and Motivational Factors

Responding to client needs is a central tenet of marketing, and thought vital to relationship renewal in the business-to-business context. We explore this issue by examining whether supplier response to client requests for value change is sufficient motivation for client firms to renew relationships with advertising agencies. Based on 17 dyadic interviews we find that reacting to client initiated value change is a relationship hygiene factor that does not of itself encourage renewal as it fails to evolve the structure of the relationship over time, and leads to client perceptions of supplier complacency. Although firms must respond to customer requests for value change to avoid dissatisfaction developing in the relationship, they must also actively seek to improve the relationship through driving market actions. We identified these as supplier initiated value change (SIVC), contributing to the emerging literature on value change by identifying a more vital component of managing client relationships to avoid dissolution and enhance the prospects of renewal.     

Driving Shareholder Value: The Role of Marketing in Reducing Vulnerability and Volatility of Cash Flows

Marketing professionals have historically found it difficultto measure and communicate to other disciplines and to top managementthe value created by marketing activities. All too often, justificationof marketing and communication initiatives is restricted to theirimpact on revenue generation. But, marketers do create valuein other ways. Marketing actions do lead to an acceleration ofthe market's acceptance of new products, to enhanced customerretention/loyalty, to an improvement in the size and qualityof customer bases, to price premiums and other desirable payoffs.Such financial outcomes suggest that marketing activities areoften strategic investments, not tactical, intangible expenses.We suggest that the effectiveness of marketinginitiatives should be evaluated on the basis of their impacton the basic drivers of shareholder value–cash flow acceleration,cash flow enhancement, reduction in volatility and vulnerabilityof cash flows, and growth in the long-term value of business).These shareholder value metrics provide a framework for communicationof the contribution of marketing strategies to value creation.In particular, this paper focuses on the role of marketing inenhancing shareholder value by reducing the vulnerability andvolatility (hence risks) associated with cash flows. This riskreduction (and shareholder value creation) role of marketingactivities is examined within cross-functional processes forcreating customer value such as design of new products and services,supply chain management and management of relationships withcustomers, channels and strategic partners.