The effect of management commitment to service quality on employees’ affective and performance outcomes

A service recovery performance model is proposed and tested with data from frontline bank employees in Turkey. The model is derived from Bagozzi's (1992) reformulation of attitude theory. The empirical results suggest that top management commitment to service quality, as manifested by frontline employees' appraisal of training, empowerment, and rewards, has a significant effect on their perceptions of service recovery performance. The influence of management commitment to service quality on service recovery performance is mediated by frontline employees' affective commitment to their organization and job satisfaction. Implications of the results and further research avenues are discussed. Emin Babakus (ebabakus@ memphis.edu) (Ph.D., University of Alabama, 1985) is a professor of marketing at the University of Memphis. In addition to theJournal of the Academy of Marketing Science, his research has been published in such journals as theJournal of Marketing Research, theInternational Journal of Research in Marketing, theJournal of Retailing, theJournal of Business Research, and theJournal of Advertising Research. He serves on the editorial review boards of several journals. Ugur Yavas (raxyavas@mail.etsu.edu) (Ph.D., Georgia State University, 1976) is a professor of marketing at East Tennessee State University. Besides theJournal of the Academy of Marketing Science, he has contributed to such journals as theJournal of Marketing Research, theJournal of Business Research, theInternational Journal of Research in Marketing, theEuropean Journal of Marketing, International Marketing Review, theJournal of International Marketing, Management International Review, theJournal of the Market Research Society, theInternational Journal of Service Industry Management, andLong Range Planning. He currently serves as the editor of theJournal of Asia-Pacific Business. Osman M. Karatepe (osman.karatepe@emu.edu.tr) (Ph.D., Hacettepe University, Ankara, Turkey, 2002) is an assistant professor of marketing at Eastern Mediterranean University (Turkish Republic of Northern Cyprus). He has contributed to such journals as theJournal of Hospitality and Leisure Marketing, The Service Industries Journal, Tourism Analysis, theInternational Journal of Hospitality and Tourism Administration, andAnatolia: An International Journal of Tourism and Hospitality Research. He currently serves as the associate editor of theEMU Journal of Tourism Research. Turgay Avci (turgay.avci@emu.edu.tr) (Ph.D., Cukurova University, Adana, Turkey, 1995) is an assistant professor of management at Eastern Mediterranean University (Turkish Republic of Northern Cyprus). He has contributed to such journals asThe Service Industries Journal, theJournal of Hospitality and Leisure Marketing, Tourism Analysis, theInternational Journal of Hospitality and Tourism Administration, andAnatolia: An International Journal of Tourism and Hospitality Research. He currently serves as the editor-in-chief of theEMU Journal of Tourism Research.     

股份有限公司监督机制的发展趋势

20世纪八十年代以来，世界主要国家开始股份有限公司监督模式的变革。这种变革使公司监督机制正发生首一系列重要的变化，其基本趋势为：政府和法律对公司监督的干预增强；职工参与监督日益得到认同与重视；银行等金融机构在公司监督中的地位和作用日益突出。作为“入世”不久的我国，应当顺应这一发展趋势，制定出具有前瞻性的相关政策和法律，以完善我国公司监督机制。     

Is capital a collusion device?

Summary. We examine how irreversible capital reduces the possibility of a duopoly to sustain implicit collusion by grim strategies, when the product is homogenous and firms compete in quantities. Compared with the case of reversible capital, there are two countervailing effects: Deviation from an existing collusion is less attractive, because capital once installed causes costs forever. But the punishment will also be less severe due to the high capacity the deviating firm can build before punishment starts. The last effect dominates, meaning that the commitment value of capital is negative for all firms. If capital is irreversible, collusion breaks down for realistic magnitudes of interest rates. Received: April 30, 1999; revised version: November 30, 2001     

Non-commitment in performance evaluation and the problem of information distortions

Auditing is modeled in a sequential game without commitment. The manager must decide whether and where to audit a worker's output, taking into account all interim information he has obtained. The worker will work just hard enough (and show it) to divert the manager from making an audit or cover up, withholding information about his work to make an audit more difficult. This usually raises the costs of setting work incentives, so incentives are softened, sometimes drastically. Moreover, when a worker's on-the-job information is valuable for entrepreneurial decisions, work incentives must be softened to improve the internal flow of information.     

领导风格与员工工作态度——互惠和信任的中介作用的实证研究

互惠和信任是社会交换的普适准则。本文基于社会交换理论，以中国境内各类企业972位管理人员为样本，试图研究领导风格与员工工作态度之间的关系，尤其是组织与员工间的互惠和员工的组织信任在其中的中介作用。在初步研究的基础上，本文对变革型领导、事务型领导、广义互惠、平衡互惠、员工的组织信任、组织承诺和离职意愿各概念进行了系统的探索性分析和验证性分析，接着检验了这七个核心概念的区分效度。研究结论表明：（1）变革型领导不仅直接对员工的组织信任和组织承诺产生作用，而且通过组织对员工的广义和平衡互惠使员工产生对组织的信任，从而提高员工的组织承诺和降低员工的离职意愿；（2）事务型领导仅仅通过互惠对员工的组织信任和组织承诺产生作用；（3）广义互惠直接影响员工的组织承诺，平衡互惠通过组织信任影响员工的组织承诺。研究结论告诉我国企业领导者，首先，尽可能锻炼自己，努力成为变革型领导者。其次，要努力塑造互惠和信任的企业文化，并且特别着重于建设广义互惠的企业文化和制度环境。     

Timing and Commitment of Environmental Policy,Adoption of New Technology,and Repercussions on R&;D

We investigate the interplay between environmental policy, incentives to adoptnew technology, and repercussions on R&D. We study a model where a monopolistic upstream firm engages in R&D and sells advanced abatement technology to polluting downstream firms. We consider four different timing and commitment regimes of environmental tax and permit policies: ex post taxation (or issuing permits), interim commitment to a tax rate (a quota of permits) after observing R&D success but before adoption, and finally two types of ex antecommitment before R&D activity, one with a unique tax rate (quota of permits), the other one with a menu of tax rates (permit quotas). We study the second best tax and permit policies and rank these with respect to welfare. In particular, we find that commitment to a menu of tax rate dominates all other policy regimes.     

Vertical Integration and Market Foreclosure with Convex Downstream Costs

Received December 14, 2000; revised version received July 16, 2001     

有限理性经济人假说下的财务报告列报和使用

本文在分析西蒙的有限理性经济人假说理论的基础上,论述了其经济意义:知识具有时间和主体的相对性;一般人们发现和选择的只能是满意的方案而不是最优方案;有限理性经济人在进行经济活动时,一般遵循的是程序理性穴Procedualrationality雪而非结果理性穴Rationalityofoutcome雪;无论是完全理性经济人假说,还是有限理性经济人假说,其本质都是经济人假说,经济人的行为动机一定是追求利益最大化。根据这一意义,提出了在有限理性经济人假说理论下,财务报告所列报的是根据财务报告目标要求,依据会计规则所产生的财务信息,这种财务信息必定存在“规则性失真”和信息的不完全性;此外,会计规则内容在不同时期会发生变动,以适应不同时期不同利益集团之间利益协调的改变,为此,财务报告的列报内容也会发生相应的改变。这一结论的现实意义是:人们使用财务报告时,首先,必须具备必要的经济学、会计学、管理学等相关知识;其次,对财务报告所提供的信息应允许有一定范围的“失真”;第三,对信息的不全面性和不完整性以及财务报告内容的变化要有充分的估计和思想准备。只有这样,才能正确地理解和使用财务报告。     

Cross‐Border Auction Cycle Effects of Sovereign Bond Issuance in the Euro Area

We provide evidence for the euro area of spillovers from foreign public debt auctions into domestic secondary‐market auction cycles. We also confirm existing evidence of such spillovers from domestic issues into the domestic secondary market. Consistent with a theory of primary dealers’ limited risk‐bearing capacity, we find that auction cycles from domestic issues are stronger during the recent crisis period, whereas cross‐border effects are stronger in the precrisis period, but this evidence is not strong. This finding likely reflects the opposing effects of reduced sovereign bond market integration during the crisis and higher yield covariances caused by more market volatility.     

Inclusion climate: A multilevel investigation of its antecedents and consequences

This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.