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This study investigates the effect of being customer oriented on service performance perceptions and outcome behaviors. Specifically, the focus is on identifying the influence that being perceived as a customer-oriented firm has on consumer quality perceptions, customer satisfaction, and service value. The impact of being customer oriented on consumers' outcome behaviors is also investigated. Responses from 649 consumers indicate that customer orientation is directly related to customers' evaluations of employee service performance, physical goods, and servicescapes. Indirect effects on organizational quality, customer satisfaction, value attributions, and outcome behaviors are also reported. The implications of the research are discussed, as are the limitations.

PurposeThis research aims to utilize a social network analysis approach to examine the effect of organizational position within a network of strategic partnerships on innovation as measured by perceptions of industry analysts. Specifically, the purpose of the paper is to examine how network characteristics such as degree centrality (being centrally located in a network), between centrality (being positioned as an intermediary), and closeness centrality (having a short average distance to all other firms in the network) affect the innovation ranking of the focal firm.Design/methodology/approachData for 563 firms are generated from three distinct data sources (SDC Platinum: Alliances and Joint Ventures, COMPUSTAT, and Fortune's America's Most Admired Companies) and analyzed via social network analysis and linear regression.FindingsThe network characteristics of degree centrality and between centrality positively relate to industry perceptions or innovativeness whereas closeness centrality had no significant effect. Additionally, there were no discernable differences in innovativeness when comparing manufacturing firms to service organizations.Research limitations/implicationsInsignificant findings related to closeness centrality and the good/service differential may be attributable to the data sources, in that, the information is limited to firms within the respective sources. This data limitation may limit the potential of examining the effect of all network characteristics. Additionally, some included companies participate in multiple industries (i.e., have multiple SIC codes), which may serve as the blurring of any differences between good and service firms.Practical implicationsThe results highlight the importance of considering strategic partnerships that establish configurations of partnership webs when pursuing innovation activities. Specifically, the findings suggest that firms should seek numerous strategic partnerships (high degree centrality) and attempt to broker information or control the extent to which partners collaborate (high between centrality). These results provide insights for firms seeking to establish new supply‐chain relationships in order to enhance their level of innovation.Originality/valueThis research provides a unique empirical examination of the impact of network positional characteristics on the innovativeness of a focal firm.

When consumers have to wait, the service delivery process is frequently compromised. The literature suggests that reducing waiting time is beneficial, but for service firms faced with scarce resources this is not always an option. As an alternative strategy, this study identifies and tests the mitigating effects of three factors that moderate the waiting time—anger and waiting time—regret relationships. Results show that in four service industries, affective commitment, perceived justice, and physical environment quality affect negative evaluations of a service experience and attenuate the effects of waiting time on both anger and regret. The authors discuss implications for researchers and service marketers in light of the results.