The Effect of Innovation on Service Base Customer Club Performance: Empirical Insights

Cox, DJ; Gudergan, S; Lings, IN

The Effect of Innovation on Service Base Customer Club Performance: Empirical Insights

Cox, DJ Gudergan, S Lings, IN

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Publisher:: Reykjavik University
Publication Type:: Conference Proceeding
Citation:: Flexible Marketing in and Unpredictable World: Proceedings of the 36th EMAC Conference, 2007, pp. 1 - 15
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Cox, DJ	en_US
dc.contributor.author	Gudergan, S	en_US
dc.contributor.author	Lings, IN	en_US
dc.contributor.editor	Engilbertsson, H	en_US
dc.date	2007-05-22	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Flexible Marketing in and Unpredictable World: Proceedings of the 36th EMAC Conference, 2007, pp. 1 - 15	en_US
dc.identifier.isbn	997-99483-5-3	en_US
dc.identifier.uri	http://hdl.handle.net/10453/7613
dc.description.abstract	We present a conceptual model and preliminary empirical assessment drawing on data from samples of 8 service based customer clubs (airline, hotel chain, rental car company, mortgage broker club, travel agency cooperative, IT channel program, travel consultant club and a rural retailer) to examine how customer club innovation and social capital relates to customer club performance. This model assesses the effects of customer club innovation and three social capital theoretic constructs, which are proposed to influence club performance. Beyond the theoretic contribution, the findings of this preliminary study provide some managerial insights about how to enhance a service based customer club employing a social capital and an innovation perspective	en_US
dc.publisher	Reykjavik University	en_US
dc.relation.ispartof	Flexible Marketing in and Unpredictable World: Proceedings of the 36th EMAC Conference	en_US
dc.relation.ispartof	European Marketing Academy Conference	en_US
dc.title	The Effect of Innovation on Service Base Customer Club Performance: Empirical Insights	en_US
dc.type	Conference Proceeding
utslib.location	Reykjavik, Iceland	en_US
utslib.location.activity	Reykjavik, Iceland	en_US
utslib.for	150501 Consumer-Oriented Product or Service Development	en_US
dc.location.activity	Reykjavik, Iceland	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Reykjavik, Iceland	en_US
pubs.start-date	2007-05-22	en_US

Abstract:

We present a conceptual model and preliminary empirical assessment drawing on data from samples of 8 service based customer clubs (airline, hotel chain, rental car company, mortgage broker club, travel agency cooperative, IT channel program, travel consultant club and a rural retailer) to examine how customer club innovation and social capital relates to customer club performance. This model assesses the effects of customer club innovation and three social capital theoretic constructs, which are proposed to influence club performance. Beyond the theoretic contribution, the findings of this preliminary study provide some managerial insights about how to enhance a service based customer club employing a social capital and an innovation perspective

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/7613