Suchergebnisse

ch. 1. Introduction -- ch. 2. The principles of relationship marketing -- ch. 3. Professional sporting organisations and their relationships -- ch. 4. Relationship marketing in sports : the fan perspective -- ch. 5. Relationship marketing in sports : the sponsor perspective -- ch. 6. Relationship marketing in sports : the media perspective -- ch. 7. The extended marketing mix of relationship marketing in sports -- ch. 8. Relationship marketing in sports : today and tomorrow.

Even in the closest of relationships, things can go wrong. This volume takes an honest look at difficulties, dilemmas and challenges in relationships and examines useful management and tolerance skills. Topics explored include: anger; having enemies; the family after divorce; interpersonal violence; codependency; HIV//AIDS; chronic illness; and bereavement

"As the number of institutional investors increased, some prophets said that these investors, moved by their stakes and informed by their expertise, would begin to play in earnest the supervisory roles of the legendary stockholder. But through the 1960's [equally true through the 1990's] the record showed little to bear out the prophecies. The size of their assets commanded respect when institutional investors sought information; by their probing they introduced some fresh surveillance into corporate affairs. Nonetheless, the institutional investors generally behaved as individuals did; like individuals, they expressed dissatisfaction with the government of a corporation by selling out rather than by voting their shares for new men or different decisions. On rare occasions institutional investors cast their weight for a change in top management; rarer was evidence of their influence brought to bear on particular issues of corporation policy."

Purpose
– The purpose of this paper is to extend the utilitarian value of the dedication-based relationship maintenance mechanism of social exchange theory and customer perceived relationship investment to investigate the relationship performance of a retailer launching a self-service technology (SST). Computer anxiety and time consciousness are hypothesized to moderate the effects among these relationships.


Design/methodology/approach
– The results of the structural equation model, with in-store kiosk use experience data collected for 211 respondents, supported the research model. Multiple regression analysis was used for testing the moderating effects.


Findings
– The utilitarian value of dedication-based relationship maintenance is related to perceived relationship investment. Higher levels of customer-perceived relationship investment impact relationship performance. Computer anxiety and time consciousness act separately as both partial and full moderators.


Research limitations/implications
– First, this study did not consider different kinds of products/services to have different effects with regard to customer cognition. Second, most of the respondents were students, and this is a limitation in business research, because of such factors as lower incomes and higher information technology ability as compared to individuals with other occupations. Third, it is difficult to distinguish whether the level of perceived convenience is due to the convenience stores per se or the in-store kiosks that they have. Future research may thus consider analyzing in more detail how perceived convenience is evoked. Finally, future research can consider constraint-based relationship maintenance mechanisms with regard to operating in-store kiosk businesses.


Practical implications
– Retailers who are willing to continually launch SSTs should tie such efforts to their relationship marketing strategies. Moreover, retailers who are willing to launch e-businesses should establish strategies designed to enhance customer experience with regard to the use of technology. Finally, launching SSTs should involve the continual development of an effective purchasing process and functional relationship marketing strategies.


Originality/value
– This paper can help managers organize relationship maintenance mechanisms, especially with regard to the development of user utilitarian value, in order to obtain improved relationship performance.

This article discusses the results of an empirical, comprehensive study of interpersonal relationships and self-relation of older people. Special attention is paid tointerpersonal needs. The author notes, in the age group of elderly people, the presence of all kinds of interpersonal needs, inclusion, control, affect. This is not observed in the middle and senile age groups. The age interrelation between interpersonal relations and self-attitude of elderly people is found out. The study found correlations characteristic of the age group of the elderly and other age groups, namely: the similarity of the correlations of the elderly and middle-aged and elderly and senile. The most important need characteristic of older persons as the need for "inclusion"was also identified.

PurposeThis study seeks to: empirically measure relationship orientation along a continuum from operation to strategic; evaluate the impact of relationship orientation on the actual activities implemented within the relationship; and determine the impact of these relational activities on relationship effectiveness and business performance.Design/methodology/approachA survey research design following the total design method was used to collect the data. Multi‐item measures were developed to measure relationship orientation and relational activities while existing scales were used to measure competitive intensity and relationship outcomes. The study sampled purchasing managers and the unit of analysis in this research was the business relationship between a buying firm and supplier firm.FindingsThis study provides evidence that relationship orientation has a direct and positive influence on the manner in which buying firms execute relationships with supplier organizations. Additionally, the findings suggest firms with a strategic orientation would have a greater likelihood to implement the relationship in terms of utilization of interorganizational guidelines and resource commitment. Similarly, firms that have a more operational orientation would likely not expend as much effort in relationship implementation. Finally, the study demonstrates a positive relationship between the activities used in buyer‐supplier interaction and both relationship effectiveness and business performance.Originality/valueThis paper contributes to the understanding of relationship orientation and in particular on how variation in relationship orientation impacts the nature of relational activities deployed in buyer‐supplier interaction.