行銷硏究 : Marketing research

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

The authors examine the implications of electronic shopping for consumers, retailers, and manufacturers. They assume that near-term technological developments will offer consumers unparalleled opportunities to locate and compare product offerings. They examine these advantages as a function of typical consumer goals and the types of products and services being sought and offer conclusions regarding consumer incentives and disincentives to purchase through interactive home shopping vis-à-vis traditional retail formats. The authors discuss implications for industry structure as they pertain to competition among retailers, competition among manufacturers, and retailer-manufacturer relationships.

Interactive home shopping: Consumer, retailer, and manufacturer incentives to participate in

Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

A natural resource-based view of the firm

From e-commerce to social commerce: A close look at design features

Purpose – The purpose of this research is to examine customer satisfaction and service quality measurement practices followed in call centres.Design/methodology/approach – The study uses qualitative methodology involving in‐depth interviews. The respondents were senior managers belonging to quality or operation divisions in four large call centres in India.Findings – It is found that service quality management in call centres disregards customers. The study suggests that call centre managers overly depend on operational measures. Customer orientation in assessing service performance is either low or absent in most call centres.Research limitations/implications – Since the study has used qualitative methodology, observations and findings need to be validated with empirical data.Practical implications – The paper suggests that call centres need to develop systematic and comprehensive measurement of perceived service quality in order to provide superior call centre experience to their customers.Originality/v...

Customer satisfaction and service quality measurement in Indian call centres

Purpose – This paper aims to examine the mediating role of attitudinal loyalty in the relationship between satisfaction and customer behavioral intentions such as willingness to pay more and internal and external complaining responses. It also seeks to examine the nonlinear effects in the relationship between satisfaction, attitudinal loyalty and behavioral intentions.Design/methodology/approach – The paper adopted the structural equation modeling approach to test the hypotheses (sample size 202). It used Marsh et al.'s unconstrained method to test latent quadratic effects in the conceptualized relationships.Findings – The results support the fully mediating role of attitudinal loyalty in the relationship between satisfaction and behavioral intentions. The paper also finds partial support for nonlinear effects in the relationship. Results support nonlinearity, and in particular diminishing sensitivity, in the link from attitudinal loyalty to willingness to pay more.Originality/value – The paper adds to th...

Examining mediating role of attitudinal loyalty and nonlinear effects in satisfaction‐behavioral intentions relationship

ness, propelled by C. K. Prahalad’s The Fortune at the Bottom of the Pyramid. Given the enormous attention the concept has attracted, it has the potential to impact the world’s billions of poor people—as well as the managerial practices of multinational corporations. This double potential makes it important to analyze how large corporations can serve low-income customers profitably. Prahalad and Stuart Hart argued in 2002 that multinational corporations (MNCs) have only targeted customers at the upper end of the economic pyramid and have ignored BOP customers, assuming that they are inaccessible and unprofitable. Prahalad and Hart argued further that MNCs should view BOP markets as an unexploited opportunity and be proactive in fulfilling the needs and wants of low-income consumers. To tap the vast markets at the BOP, MNCs must specially design and develop quality products and services, or they must select some to alter and make available at lower cost. Serving BOP customers is a profitable opportunity for corporations. It is also a social imperative, given that two-thirds of the human population (about four billion people) are at the bottom of the economic pyramid. By addressing the BOP, they say, MNCs can curtail poverty and improve the living conditions of the world’s poorest. In these arguments, however, BOP proponents do not take a holistic perspective. Several weaknesses in the BOP theory often go unacknowledged. Considering the far-reaching implications of these proposals, the underlying premises demand careful scrutiny. Several questions need to be answered: Is there really a “fortune” at the bottom of the pyramid? If so, can MNCs tap it as easily as BOP proponents suggest? And—is there also a fortune for the bottom of the pyramid? In answering these questions, I offer an alternative perspective on the BOP concept: I believe that we must help the poor to become selective consumers. That is, we must avoid both undesirable inclusion and exclusion. Undesirable inclusion means marketing products to the BOP that are not likely to enhance their wellbeing or that they are likely to abuse. Exclusion means failing to offer them products or services that are likely to enhance their well-being. I also suggest a frame-

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The Fortune at the Bottom or the Middle of the Pyramid

This article investigates business models innovation for delivering health care at the base of the pyramid (BoP). The examination of six health care organizational cases suggests that co-creation of patient needs, community engagement, continuous involvement of customers, innovative medical technology, focus on human resources for health, strategic partnerships, economies of scale, and cross-subsidization are business model innovation strategies that enable inclusive health care delivery. Based on these findings, we propose a four-dimensional framework. A process of value discovery, leading BoP patients and communities to recognize a health need and seek for an acceptable treatment, precedes the identification of a successful value proposition. Value creation and value appropriation then follow to warrant patient affordability and organizational sustainability. A “business model mechanism” for BoP health care hence emerges, where interdependencies among these dimensions are highlighted. This article sheds new light on how market-based approaches can improve equitable health care access and hence contribute to poverty alleviation.

https://journals.sagepub.com/doi/pdf/10.1177/1086026616647174

Anand Kumar Jaiswal

Papers

Customer satisfaction and service quality measurement in Indian call centres

Examining mediating role of attitudinal loyalty and nonlinear effects in satisfaction‐behavioral intentions relationship

The Fortune at the Bottom or the Middle of the Pyramid

Business Model Innovation for Inclusive Health Care Delivery at the Bottom of the Pyramid

Context-general and Context-specific Determinants of Online Satisfaction and Loyalty for Commerce and Content Sites