Drawing from signaling theory, this study investigates the processes through which corporate image (CI) for quality affects attitudinal loyalty. The research hypotheses are examined using data from a cross-sectional survey and two scenario-based experiments. Overall, findings across these three studies suggest that the effects of CI upon loyalty are channeled through customer satisfaction and perceived value. The effects of CI on perceived value and loyalty are stronger relative to the effects of employee interaction quality (IQ) when IQ is measured as an overall evaluation. However, when employee IQ is measured in reference to a specific service encounter, it becomes a stronger driver of perceived value and loyalty relative to CI. Regardless of the context of measurement (i.e., overall evaluation vs. a specific service encounter), employee IQ exerts a stronger influence on customer satisfaction than CI. CI negatively moderates the effect of employee IQ on customer satisfaction and loyalty, rendering the effect of employee IQ upon customer evaluations less critical for service providers with stronger CIs. The findings highlight the relevance and importance of CI as a signal of unobservable quality, which should be measured and closely monitored by management. Managers should also recognize the central role of customer satisfaction, especially in channeling the effects of IQ upon loyalty, and therefore, design policies that enhance frontline employee ability and motivation to deliver satisfying customer experiences.

Drawing from signaling theory, this study investigates the processes through which corporate image (CI) for quality affects attitudinal loyalty. The research hypotheses are examined using data from a cross-sectional survey and two scenario-based experiments. Overall, findings across these three studies suggest that the effects of CI upon loyalty are channeled through customer satisfaction and perceived value. The effects of CI on perceived value and loyalty are stronger relative to the effects of employee interaction quality (IQ) when IQ is measured as an overall evaluation. However, when employee IQ is measured in reference to a specific service encounter, it becomes a stronger driver of perceived value and loyalty relative to CI. Regardless of the context of measurement (i.e., overall evaluation vs. a specific service encounter), employee IQ exerts a stronger influence on customer satisfaction than CI. CI negatively moderates the effect of employee IQ on customer satisfaction and loyalty, rendering the effect of employee IQ upon customer evaluations less critical for service providers with stronger CIs. The findings highlight the relevance and importance of CI as a signal of unobservable quality, which should be measured and closely monitored by management. Managers should also recognize the central role of customer satisfaction, especially in channeling the effects of IQ upon loyalty, and therefore, design policies that enhance frontline employee ability and motivation to deliver satisfying customer experiences.

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The serious leisure inventory and measure (SLIM) was tested with 348 chess players to confirm the factors, assess the effects of method bias, and propose a set of the best-performing items for the 18 factor SLIM. The 54-item SLIM demonstrated acceptable fit and reliability values. The effect of method bias was evidenced in the sample and explained one-third of the variance. Inspection of factor loadings, when controlling for method bias, yielded one best-performing item per factor. Findings indicate method bias continues to be problematic for self-report measures such as the SLIM.

Part one provides a literature review on the development of attitude theory in marketing research and addresses concerns regarding the effects of common method variance (CMV) in published studies based on the reasoned-action paradigm of consumer behavior and decision making. The results of a marker-variable analysis, logit analysis, and reanalysis of path estimates support the validity of self-report survey research designs. Part two employs a survey design to develop and validate a scale to measure a consumer s tendency to use a complex decision style (CDS) in conceptualizing and negotiating high-stakes decision situations. Drawing from literature on cognitive style theory and complexity science, a complex approach to decision making is characterized as being complexity-focused; decision makers tend to rely more heavily on strategies such as collaborating with others and integrating a variety of information. The CDS scale is also applied within a conceptual model of choice of elective healthcare treatment, specifically, women s decisions regarding the use of hormone therapy, commonly referred to as HRT.