Voice, exit, and negative word-of-mouth behaviors: an investigation across three service categories

Article Abstract:

Drawing upon Hirschman's (1970) framework for Exit, Voice, and Loyalty, a model is proposed which predicts and explains variation in voice, exit, and word-of-mouth behaviors. The findings from extant consumer complaining behavior (CCB) literature are also incorporated into the hypothesized model. Using data from customer dissatisfaction with three different service categories, the proposed model is subjected to empirical investigation. Despite the parsimony of Hirschman's framework, results show that the hypothesized model provides good model-fit indices in each of the three data sets. In addition, the explanatory power of the model is encouraging, ranging from 36 percent to 50 percent variance explained. However, the support for the hypothesized pattern of CCB rates across the service categories is mixed. Specifically, while voice responses conform to the hypothesized pattern, exit responses do not. Implications stemming from a comparative analysis of the results are discussed, and directions for future research outlined. (Reprinted by permission of the publisher.)

Consumer behavior, Consumer complaints

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A note on cultural consistency within the service firm: the effects of employee position on attitudes toward marketing culture

Article Abstract:

This study represents the beginning of an exploration of the internal constraints and barriers that stand in the way of successful strategy implementation within service organizations. A determination will be made if one of the internal constraints is perhaps the lack of consistency among employees regarding marketing practices, attitudes, values, norms, and ideals. Specifically, service firm employees' attitudes toward their actual and ideal marketing culture were measured. Attitudinal differences were examined between ground-level, middle-, and top-management employees from a cross-section of service industries. Significant differences were found for a variety of marketing culture components. Many of the differences remained even after removing possible effects of number of employees in the firm and age of the firm. Managerial implications are given. (Reprinted by permission of the publisher.)

Services, not elsewhere classified, Analysis, Beliefs, opinions and attitudes, Corporate culture, Marketing research, Market research, Services industry workers, Service industries workers, Marketing personnel

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