Evidence on the motivation for management forecasts of corporate earnings

A multivariate model of the process by which managers decide to release public forecasts of their firms' earnings is developed, based on factors that are hypothesized to affect the demand for and the willingness to supply such forecasts. We test the model on data from a comprehensive sample of earnings forecasts, and find support for our hypotheses about the likely joint influence of those factors. Larger firm size, greater leverage, higher and more stable earnings rates and less rapid growth rates are found to be associated with an increased propensity for management to provide earnings forecasts for their firms.     

Complaint,patience, and neglect: responses to a dissatisfying service experience

This study examines the responses of complainers and non-complainers after a service failure in the auto repair and medical service contexts. In particular, this study focuses on differentiating the two types of dissatisfaction responses of non-complainers, patience and neglect, from complaint. The results, based on a survey of 230 respondents, indicate that attitudes toward complaining and emotional bonding differentiate neglect from complaint, and the criticality of the service failure differentiates patience from complaint. The findings suggest that patience customers have higher return intentions than neglect customers, and as high as those of complainers with satisfying service recoveries.     

Call Center Employees’ Intent to Quit: Examination of Job Engagement and Role Clarity

Call centers have become a valuable resource for hotels in managing customer experiences and relationships, yet they have also developed a reputation for being a stressful job which has made it a significant challenge to retain employees. Given high turnover rates among call center employees, it is important for hospitality firms to understand the factors influencing their intentions to quit. This study focuses on job engagement and role clarity to examine hotel call center employees’ intent to quit. The survey results of call center employees at a large resort hotel suggest that job engagement significantly influences the hotel call center employees’ intent to quit after accounting for job satisfaction and organizational support. Role clarity, however, is not related to intent to quit. Managerial implications and recommendations for increasing employee job engagement are discussed.     

Empowerment in hospitality organizations: Customer orientation and organizational support

Although empowering employees has often been prescribed as an efficient strategy for hospitality organizations, the strategy alone cannot ensure success. Individual and organizational factors should be considered to increase employees’ perception of empowerment. This study examines the impact of employees’ customer orientation and organizational factors on the employee empowerment perceptions. Our findings, based on a survey of 203 guest contact employees, suggest that organizations should hire customer oriented people, guide them with service training, provide a reward system, and facilitate service standards communication in order to increase perceived empowerment. Implications of these findings for hospitality service managers are discussed.     

The effects of social justice and stigma-consciousness on gay customers' service recovery evaluation

This study examines how social justice and the stigma-consciousness level of gay customers influence their service recovery perceptions. The results, based on an experiment involving 379 gay respondents, indicate that distributive justice, procedural justice, and interactional justice significantly affect gay customers' service recovery evaluations (satisfaction) and post-complaint behavioral intentions (negative word-of-mouth and repatronage). Also, higher stigma-consciousness gay customers show more negative service recovery evaluations and behavioral intentions than those with lower stigma-consciousness. Service providers who are interested in attracting and maintaining gay customers should create awareness among their employees about stigma-consciousness.     

Journalistik und Kommunikationswissenschaft Hauptfach an der Universität Hamburg

Ohne Zusammenfassung     

First Versus Second Mover Advantage with Information Asymmetry about the Profitability of New Markets

Is it better to move first, or second—to innovate, or to imitate? We show that if one player's information about the profitability of new markets is only modestly superior, the possibility of foreclosing the market can lead to a first‐mover advantage. On the other hand, more extreme information superiority can reverse this, leading to a second‐mover advantage. Knowing more surely what is the best choice, the better‐informed player wants to delay to keep his information private and the less‐informed player wants to delay to learn. Because of this, more accurate information can actually lead to inefficiency by increasing the incentive to delay, and exogenous costs of delay can aid efficiency by neutralizing that strategic incentive. In fact, in some circumstances a player may purposely coarsen his information to deter imitation.     

Two-sided effects of customer participation: roles of relationships and social-interaction values in social services

This research aims to extend customer participation and value co-creation theory to the social-services sector, where consumer choice is restricted. This study examines the relationship between the value creation of participation and customer satisfaction in social services. The perceived value corresponding to different types of relationships was divided into company–customer (relationship value) and customer–customer (social-interaction value). To test hypotheses, data were collected via an online survey of customers using child-care centers in Korea. The participating customers had children who attended day-care centers, and the proposed hypotheses were tested using structural equation modeling. Empirical result shows that customer participation as information resource and customer participation as co-developer affect the relationship and social-interaction values. The most important and interesting result is that the relationship value has a positive effect, but the social-interaction value has a negative one on customer satisfaction. These results suggest that customer participation in social services has both positive and negative outcomes, which means that the social-interaction value of co-creation does not always lead to customer satisfaction in a choice-limited service such as child care. This study explains a counterintuitive and interesting relationship between the social-interaction value and customer satisfaction by validating the moderating role of social network service-based interaction intensity in child-care services.     

Working time flexibility components and working time regimes in Europe: using company-level data across 21 countries

Working time flexibility comprises a wide variety of arrangements, from part-time, overtime, to long-term leaves. Theoretical approaches to grouping these arrangements have been developed, but empirical underpinnings are rare. This article investigates the bundles that can be found for various flexible working time arrangements, using the Establishment Survey on Working Time and Work–Life Balance, 2004/2005, covering 21 EU member states and 13 industries. The results from the factor analyses confirmed that working time arrangements can be grouped into two bundles, one for the employee-centred arrangements and second for the employer-centred arrangements, and that these two bundles are separate dimensions. We also tested the stability of the factor analysis outcome, showing that although we find some deviations from the pan-Europe and pan-industry outcome, the naming of the components as flexibility for employees and flexibility for employers can be considered rather stable. Lastly, we find three country clusters for the 21 European countries using the bundle approach. The first group includes the Northern European countries along side Poland and Czech Republic, the second group the continental European countries with UK and Ireland, and lastly, the southern European countries with Hungary and Slovenia.