Journal article
Alliances and Customer Dissatisfaction
The Journal of applied management and entrepreneurship, Vol.13(3)
01 Jul 2008
Abstract
This paper addresses an important question: Does alliance participation increase or decrease customer satisfaction? Over the past two decades, firms have formed alliances to seek benefits that are difficult to obtain on their own. While the majority of the alliance literature has focused on the alliance effects on the participating firms, little is known about how alliance participation affects their customers. Since customers are one of the most important stakeholders, meeting customer needs and creating satisfied customers are important to any organization. To fill this gap in the literature, this study examined the effects of alliance participation on customer dissatisfaction. Specifically, we explored whether the number of alliances and the average number of partners per alliance influenced customer dissatisfaction. We relied on longitudinal archival data of nine major U.S. airlines over an 18-year period. Using panel data Poisson regression, we found that both the number of alliances and the average number of partners per alliance were significantly positively related to customer dissatisfaction. Our findings suggest that managers should not consider only the short-term economic benefits arising from alliance participation, but also they should consider the alliance effects on customers, which may have long-term effects on firm performance. [PUBLICATION ABSTRACT]
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Details
- Title
- Alliances and Customer Dissatisfaction
- Creators
- Zhe ZhangBruce BarringerDaniel Tzabbar
- Publication Details
- The Journal of applied management and entrepreneurship, Vol.13(3)
- Publisher
- Taylor & Francis Ltd
- Resource Type
- Journal article
- Language
- English
- Academic Unit
- Management
- Identifiers
- 991019299012804721