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Allgemeines Verwaltungsrecht
(2012)
Gaining customer loyalty is an important goal of marketing, and loyalty programs are intended to help in reaching it. Research on loyalty programs suggests that customers differentiate between loyalty to a company and loyalty to a loyalty program, yet little is known about the consequences of these two types of loyalty. Therefore, our study intends to make two main contributions: (1) improving our understanding of the constructs “program loyalty” and “company loyalty”, (2) investigating the relative impact of the two types of loyalty on preference, intention, and purchase behavior for the case of a multi-firm loyalty program. Results indicate that company loyalty influences a customer’s choice to visit a particular provider and to prefer it over competitors, but it is not a strong predictor of purchase behavior. Conversely, program loyalty is a far more important driver of purchase behavior. This implies that company loyalty primarily attracts customers to a particular provider and program loyalty ensures that once inside the store, more money is spent.
Europa geht anders
(2012)
This paper makes a contribution to the discussion on microfoundations of dynamic capabilities – actions and interactions in organizations that enable continuous organizational renewal. More specifically, we propose the idea that dynamic capabilities of an organization
are a positive function of corresponding dynamic capabilities of individual and collective actors in the organization. Further, we develop the assumption that not only individual acts of managers but also of individuals and teams without managerial responsibility relate to dynamic capabilities of the organization. Following a holistic view, we also take into consideration empowering working conditions as enhancing factor of this function. To
examine these roots of dynamic capabilities, we use a multi level model of competence provided by Wilkens, Keller and Schmette (2006) that operationalizes the concept of dynamic
capabilities provided by Teece (2007) on a concisely behavioural base. We investigated our hypotheses with a standardized questionnaire in a case study of a German plant engineering company with 112 participants and found first support for our assumptions. Our results show an impact of individual dynamic capabilities on dynamic capabilities of the organization which is mediated by team dynamic capabilities. Psychological and social-structural empowerment moderated this relationship. A case-specific interpretation and implications for future research and practice are discussed.
From brain drain to brain exchange: how to use better highly skilled workers; a conceptual approach.
(2012)
Geleitwort
(2012)