Professional Documents
Culture Documents
A DOUBLE-EDGED SWORD
For example, hospital cleaners who view their work as highly skilled
and significant to patient healing engage with patients and visitors,
do extra tasks and time their work to enhance the medical unit’s
work flow, whereas those who view their work as unskilled and no
more than cleaning minimize their interaction with patients and
visitors and avoid tasks outside their job description.
Customers expect what they are now receiving, and in a sense, they
keep upping the ante.
As a result, it is becoming increasingly difficult to meet or exceed
customer expectations. The need is to go beyond customer
satisfaction to delight customers.
Unfortunately this usually requires a considerable amount of effort
and investment in financial resources and it is not clear whether the
performance outcomes justify this investment.
The two SPC paths (conventional and the social identity based paths)
are complementary.
Firms that successfully manage both SPC paths tend to perform
better than firms that ar successful in only managing either the
satisfaction or the social-identity based path.
Thus an extended model includes both the old and new SPC paths.
This study has important academic implications because the
customer and employee company identification constructs have
received little research attention in marketing. Despite this these are
important constructs because they represent alternative potential
means of developing a strong bond with customers, an issue that has
recently been of great relevance and importance to academic
marketing theory and research.
ACKNOWLEDGEMENT