Reflections on discriminant validity: Reexamining the Bove et al. (2009) findings

Bove, Pervan, Beatty and Shiu (2009) develop and test a latent variable model of the role of service workers in encouraging helpful behaviors by customers towards the service business (OCBs). Farrell (2010) questions these findings due to an incorrect application of the Fornell and Larcker (1981) discriminant validity test. The authors respond to Farrell's criticism by discussing the options available for assessing discriminant validity, the current use of these options in top journals, the underlying assumptions of these assessments, and the appropriateness of the alternative assessments under different types of situations. Finally, the authors address the specific concerns raised in Farrell (2010) in regard to Bove et al. (2009).     

Service worker role in encouraging customer organizational citizenship behaviors

Assessment of the role of the individual service worker in encouraging customer organizational citizenship behaviors (customer OCBs) is the primary focus of this paper. The researchers investigate this topic empirically across three service contexts. Customer OCBs are voluntary, outside of the customer's required role for service delivery, which provide help and assistance and are conducive to effective organizational functioning. In this paper, commitment to the service worker is the strongest predictor of customer OCBs. Further, personal loyalty to the service worker serves as a partial mediator of the effects of perceived benevolence of the service worker and commitment to the service worker on customer OCBs. Finally, theoretical, managerial and future research implications are included.     

The 11 Questions Every Donor Asks and the Answers All Donors Crave: How You Can Inspire Someone to Give Generously,by H. McKinnon

Organizational learning and customer orientation have been a focus of research for a number of years in both marketing and management literature. Customer learning orientation is conceptualized as three important components: management customer orientation, customer feedback, and employee learning orientation. By drawing from both marketing and organizational research theories, the authors propose a model of customer learning orientation in a public sector organizational setting. Customer learning orientation is hypothesized to have a significant effect on employee attitudes of role ambiguity and self-efficacy, which in turn affects job outcomes of job satisfaction and organizational citizenship behaviors. Using a sample of 438 employees of a public sector organization, the authors test the model through a structural equation modeling technique. The results provide general support for the model. Implications for managers of public sector organizations and future research are discussed.     

Narrative and metacognition as consumer mystery: A comment on Hill, Gaines, and Wilson and animal companions

Hill, Gaines, and Wilson [Hill RP, Gaines, J, Wilson RM. Consumer behavior, extended self, and sacred consumption: An alternative perspective from our animal companions, J Bus Res this issue.] provide us with a stimulating, moving account of consumers' relationships with their animal companions while ostensibly taking the latter's point of view. However, even though their approach likely reflects the viewpoint of many consumers and has value as fable or metaphor, I suggest, based on insights from comparative psychology and ethology, that greater metacognitive understanding of animal consciousness could produce fuller narratives as well as better reflecting consumer mystery. In concluding, I encourage readers to explore the dynamics of their own human-animal mystery through an introspective exercise.     

A socio-cultural approach to exploring consumer boycott intelligence: A commentary essay

The paper, “A socio-cognitive approach to exploring consumer boycott intelligence,” effectively explores issues surrounding the boycott behavior of Muslim and Christian consumers in Lebanon. This commentary is to promote further development of the research domain, both the specific topic of this paper as well as wider issues of boycott behavior, by considering the limitations and discourse of the adopted methodology, the positioning of the paper within the extant literature, and future development of methodology. This commentary considers several frameworks and research traditions identifying a need for a longitudinal research strategy of which Farah and Newman [Farah, MF, Newman, AJ. A socio-cognitive approach to exploring consumer boycott intelligence. J Bus Res 2009-this issue.] is only one part within a particular situation and context. The commentary suggests potential prospective research strategies for further development of the topic.     

The Role of Buyer Trust in Outsourced CRM: Its Influence on Organizational Learning and Performance

Purpose: Company outsourcing of customer relationship management (CRM) functions is increasing (Kalaignanam and Varadarajan 2012). Although outsourcing CRM may provide financial benefits, the tasks of developing and utilizing the complex, cross-functional processes needed to gain enhanced customer knowledge from CRM may be more difficult when some or all CRM activities are outsourced. Trust in the information provided by the outsourced CRM supplier is vital. In this study, the authors examine the influence of buyer trust in its outsourced CRM supplier on cross-functional learning processes and firm performance within the buyer firm.

Methodology: Data were collected from a survey of marketing managers in 221 firms. LISREL 9.2 was used to assess convergent, discriminant, and nomologic validity using the two-step approach (Anderson and Gerbing 1988). Convergent and discriminant validity were evaluated in the measurement model phase, whereas the structural model provided an appraisal of nomologic validity.

Findings: The results provide evidence of buyer firm trust in the outsourced CRM supplier playing a critical role in the buyer firm’s success with information sharing, and both trust and information sharing strongly influencing information interpretation and information access in the buyer firm. All three organizational learning processes positively influence buyer firm customer satisfaction/retention and market performance.

Research implications: An important area for future research is the possibility of varying levels of trust needed for success with outsourced CRM depending on the buyer firm’s goals for its CRM system. It is possible that the simpler CRM functions could be outsourced effectively through efficiency strategies that do not require significant levels of trust, whereas the more complex CRM activities that affect organizational learning require more stringent coordination and inter-organizational development. Varadarajan’s (2009) cost versus quality classifications of outsourcing could be a useful starting point for this type of analysis. Considering the finding in this study that information sharing is critical for information interpretation and information access in the buyer firm, another area for future research is possible differences in the extent of information sharing required by firms that are outsourcing CRM versus those that conduct the CRM function in-house. One starting point could be possible differences in relevance among Maltz and Kohli’s (1996) factors affecting information dissemination.

Practical implications: For effective use of CRM data, it is important for buyer firms to develop trust in their outsourced CRM supplier. Managers can assist in this by communicating qualifications of the outsourced CRM supplier, such as any trade-specific certifications, awards, information about the supplier’s number of years in business, and examples of other companies the supplier has assisted. Managers can also help employees develop confidence in the supplier’s integrity by sharing the supplier’s code of ethics and serving as a champion for the supplier. In addition, firms engaged in outsourced CRM are encouraged to develop reward systems that motivate employees to build relationships with their counterparts in the supplier firm, and it would be useful for the buyer firm to help its employees understand the importance of the CRM outsourcing relationship to the buyer firm’s success. Finally, it is important for management to provide opportunities for interaction between the outsourcing partner and key buyer firm employees who will use the CRM data, to encourage effective processes in information sharing, information interpretation, and information access.

Contribution of the article: This article addresses the significance of outsourcing the CRM function and provides evidence that buyer trust in its CRM supplier is a critical factor in its utilization of CRM data for organizational learning and firm performance. It also demonstrates that effective sharing of information, cross-functional integration of customer data, and CRM information accessibility are critical for firm success.