General retail patronage loyalty as a determinant of consumer outshopping behavior

Consumer outshopping research has shown there are significant, but weak, relationships between consumers' attitudes toward local retailers and the degree to which they shop in local versus outlying areas. An alternative attitude measurement, retail patronage loyalty, is proposed and empirically evaluated. The loyalty scale was shown to be a stronger and more generalizable predictor of consumer outshopping behavior.     

Relationships in business markets: Exchange episodes,value creation,and their empirical assessment

Conclusion David Wilson (1995) has provided us with much grist for thought with his integrated framework for customer-supplier relationship development. In focusing on which constructs are “active” and therefore most meaningful at each stage, he has opened a new vista for research in this area. Our models and empirical research ought to reflect this, but to date they largely have not. I have suggested qualitative, longitudinal research as a preferred next step in gaining the knowledge that we will need to make field-survey, longitudinal research worthwhile. Wilson also is to be lauded for drawing greater attention to value creation as a central undertaking in customer-supplier relationships. Understanding and actualizing value creation (and value sharing) are critical aspects of the market-sensing and customer-linking capabilities in market-driven organizations (Day 1994), yet the mechanisms underlying them and the methodologies for accurately assessing them remain largely unknown. Here, particularly for tool development research, it would seem to be an opportune time for business marketing academics and practitioners to form their own collaborative relationships for mutual gain. His research interests are in working relationships between firms in business markets and measurement techniques. His articles have appeared inHarvard Business Review, Journal of Marketing, Journal of Marketing Research, Management Science, Psychological Bulletin, andPsychometrika, among others. He has been vice president of the Business Marketing Division of the American Marketing Association and is a fellow of the American Psychological Association.     

The growth of UK companies and their contribution to job generation, 1985–1987

Theories of firm growth are reviewed and various models examined. The firm growth and job generation process in the UK over the period 1985–87, is examined empirically, by using the very large data files of the Dun and Bradstreet credit rating organisation. In the analysis, four computer processes were carried out; the sorting and matching of files, the cleaning of the data, the validation of the cleaned data, and the scaling up the results. The final adjusted data were grossed-up to provide an overview of the growth and job generation potential of UK firms. This is compared with past results for the periods 1971–81, and 1982–84. Small firms performed well, providing 48% of all new jobs, although consisting of only 21% of all employment in 1985. The 1000+ employee range provided only 13% of all new jobs over the period, although consisting of 37% of all employment in 1985. An overall trend of positive performance in smaller firms, and negative in larger firms was apparent. The 20–49 employee cohort performed unusually poorly in firm and job creation, against the expected pattern. The effect of takeovers, mergers and rationalisations on employment was examined. As expected, there was negligible restructuring of small firms, but over 5% of employees in the largest 1000+ cohort were involved in some form of reorganisation.In this and the two previous studies for 1971–81 and 1982–84, we found a consistent pattern of small firms as net generators of jobs, and large firms as net losers. This overall net behaviour is essential for the overall stability of the population, and can not be seen in good or bad terms. Bolton in 1971 found that the UK had an unduly small and weak small-firm sector. That trend to concentration is being reversed.This research was supported by the Department of Employment, Small Firms Division.