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Investigating CSM Competence and Relationship Quality in BTB Exchanges

This study explores how hotel CSM competence (functional and emotional) influences meeting planner's perceptions of relationship quality and intention to repurchase. Examining individual-individual level in the BTB context.

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Investigating CSM Competence and Relationship Quality in BTB Exchanges

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  1. Meeting Planner Loyalty to CSMs: A Model for Investigating CSM Emotional & Functional Competence in the BTB Exchange M. Holm; D. Breiter; D. Dickson; D. Joseph; J. Hahm; & J. Kang

  2. Background • MICE Industry Direct Contribution to GDP ≈ $115 billion. (CIC, 2010a) • Increase in Face-to-Face Meetings Changes the Service Landscape. (Pofeldt, 2015a) • Perceptions of Turnover from Sales to Service in the Venue. (Lutz, 2011)

  3. Problem Statement • Lack of theoretical foundation to explain how meeting planners form repeat purchase intentions in BTB exchange. • Minimal research in BTB context, specifically when investigating individual-individual level. • Functional competencies of hotel CSMs absent from the literature. • Emotional competence underexplored as antecedent to relationship quality in BTB context. • Interpersonal related factors (i.e. likability toward the supplier – individual level) underexplored in BTB context.

  4. Purpose & Objectives • Investigate how hotel CSM competency performance (functional and emotional) influence meeting planner’s perceptions of relationship quality with the CSM and their intention to repurchase at the property.

  5. Significance of Study • Establish a set of functional competence items to evaluate hotel CSMs. • Empirically test functional and emotional competence as antecedents to relationship quality in a BTB exchange. • Individual-individual vs. organization-organization. • Refine relationship quality as a construct in BTB context. • Adding likability as a new dimension, with trust and commitment. • Offer insight into the role of the hotel CSM in the rebooking process.

  6. Functional Competence • Meeting & Business Event Competency Standards. (Cecil et al., 2013) • KSA’s for meeting professionals. • Vendor Competencies. (Ford & Peeper, 2009) • KSA’s for DMOs. • International CSMs. (McCabe & Weeks, 2008) • Critical differences in how client is serviced.

  7. Emotional Competence • EC is composed of the following dimensions: • Well-being, self-control, emotionality, and sociability. (Petrides, 2009) • “Ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought.” (Mayer et al., 2008, p. 511) • Service encounter suitable for measuring EC because of affective processes exchanged. (Bitner et al,. 1990; Liljander & Strandvik, 1997; Mattila & Enz, 2002; Grandey et al., 2005) • Can be developed/enhanced in the workplace & help build loyalty.(Giardini & Frese, 2008; Delcourt et al., 2010; Kotsu et al., 2011)

  8. Relationship Quality • Rooted in Social Exchange Theory (SET). (Blau, 1964) • Composed of the following dimensions: • Trust, Commitment, and Likability (Morgan & Hunt, 1994; Liden & Maslyn, 1998). • Relationship starts in service encounter – repeated encounters form exchange, which forms relationship. (Gutek et al., 1999) • Exchange integral to how client perceives the firm and the employee. (Lambe et al., 2001) • Loyalty evidence of successful exchange in BTB context. (Jayawardhena et al., 2007).

  9. Repeat Purchase Intention • Intention forged by relationship quality with supplier (serves as motivation to repurchase), through a series of successful encounters. (Barduskaite, 2014) • Behavioral Loyalty • Intentions are successive stages of behavior, not one in the same, where intentions are viewed as an effective indicator of loyalty. (Zeithaml et al., 1996; Weber, 2001b).

  10. Hypotheses • H1: Hotel CSM functional competence is positively related to meeting planner’s perceptions of relationship quality. • H2: Hotel CSM emotional competence is positively related to meeting planner’s perceptions of relationship quality. • H3: Relationship quality is a second-order latent construct that reflects the first-order factors of: trust, commitment, and likability. • H4: Meeting planner perceptions of relationship quality with hotel CSM is positively related to RPI property. • H5: Meeting planner perceptions of relationship quality with hotel CSM is positively related to RPI CSM.

  11. Proposed Theoretical Model H1 (+) H3 H4 (+) H5 (+) H2 (+)

  12. Thank You • Questions or Comments?

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