Munyaradzi W. Nyadzayo

Antecedents of consumer brand engagement and brand loyalty

ABSTRACT Literature on consumer engagement is growing significantly, yet there is limited empirical research on its drivers and outcomes. This study examines the key drivers and outcomes of consumer brand engagement (CBE) in the context of Australian mobile phone service providers. The results reveal that consumer involvement, consumer participation and self-expressive brand have differing effects on the CBE dimensions (cognitive processing, affection and activation) and brand loyalty. Specifically, involvement, participation and self-expressive brand are all found to positively impact cognitive processing. Also, involvement and self-expressive brand positively influence affection. While, a positive relationship is established between involvement and activation, self-expressive brand emerges as a negative driver of activation. Further, the results show that affection and activation positively influence brand loyalty. Surprisingly, cognitive processing negatively impacts brand loyalty, whilst involvement (unlike participation and self-expressive brand) has a positive direct effect on brand loyalty. Managerial and academic implications, as well as areas for future research are discussed.

CSR, relationship quality, loyalty and psychological connection in sports

Purpose The purpose of this paper is to investigate the role played by corporate social responsibility (CSR) in building relationship quality (RQ) in the context of sports organisations. In turn, the link between RQ and customer loyalty is examined. Acknowledging that customers develop a psychological connection with the sports organisation over time, the study also examines whether the link between CSR and RQ is moderated by the psychological continuum model (PCM) stages (awareness, attraction, attachment and allegiance). Design/methodology/approach The survey data were drawn from almost 6,000 season ticket holders of a professional sports club. Structural equation modelling and the non-parametric bootstrapping regression technique were used to test the hypotheses. Findings The results support the direct impact of CSR activities on RQ. RQ, in turn, drives customer loyalty. Importantly, RQ is found to fully mediate the relationship between CSR and customer loyalty. However, as customers move through the psychological connection stages, the effect of CSR on customer loyalty via RQ tends to diminish. Practical implications This study provides evidence of a direct impact of CSR activities on RQ, and also attests the role of psychological connection in sports organisations. Originality/value The incorporation of a multidimensional RQ construct and the PCM stages allows a deeper understanding of how CSR might be employed to achieve organisational goals.

Reducing employee turnover intention: a customer relationship management perspective

Abstract Research examining ways to prevent employee turnover has observed varied and often inconsistent findings, yet this remains a challenge to many firms, particularly call centers. This study therefore examines the impact of customer relationship management (CRM) dimensions on employee job satisfaction and intention to quit. A two-step methodological approach utilizing data from the Malaysian call center industry was used. The study conducted preliminary qualitative investigations (from literature and a focus group), and survey data were then used to test the conceptual model via structural equation modeling. The findings establish that a properly initiated and implemented CRM strategy will engender employee job satisfaction thereby resulting in significantly reduced intention to quit. The study identifies the key CRM dimensions that can be useful for call center managers in enhancing employee job satisfaction and averting employee turnover intentions. Implications for marketing theory and practice as well as areas for future research are discussed.

Promoting brand engagement behaviors and loyalty through perceived service value and innovativeness

Purpose The purpose of this study is to investigate the role of perceived value and innovativeness (service concept newness and relative advantage) in promoting customer brand engagement behaviors (CBEBs) and brand loyalty. Design/methodology/approach The conceptual model was empirically tested using nationwide survey data from 430 customers of Uber in Australia. The data were analyzed using structural equation modeling. Findings The results of this study show that collecting brand information is positively influenced by perceived value, service concept newness and relative advantage. Participating in brand marketing activities is positively influenced by service concept newness and relative advantage. Interacting with others is positively influenced by perceived value and service concept newness. Subsequently, brand loyalty is positively influenced by participating in brand marketing activities and interacting with others. The direct impacts of perceived value and relative advantage on brand loyalty are also established. Research limitations/implications This study only collected data from Uber customers. Another limitation of this study is the use of cross-sectional data. Practical implications To promote brand loyalty, service innovation needs to have both the right characteristics (i.e. perceived value, service concept newness and relative advantage) and practices that foster customer brand engagement behaviors. Originality/value Although service-dominant logic (SDL) is a theoretical lens used by research in the areas of service innovation and customer engagement, empirical studies that integrate the two areas remain limited. The findings of this study suggest a new mechanism in which service innovation can increase loyalty through increased CBEBs.

How do alternative strategic orientations influence social media performance

Abstract Increasingly organisations are using social media due to its advantages over traditional media however, its successful implementation has been problematic. To address this issue this study drew from the organisational orientation literature to examine alternate frameworks for implementation. Survey data were obtained from senior marketers from various Australian industries and structural equation modelling was used to test the hypothesised relationships. The study identified the components of alternate strategic orientations which were positively or negatively related to social media performance. The contribution of the study is to identify how the different emphasis within market, entrepreneurial and e-marketing orientations impact social media performance in terms of customer retention and customer acquisition. Implications for theory and practice are provided. Finally, research limitations and future research suggestions are presented.