Study on the impact of B2C E-Commerce Platform Logistics Service Quality on Customer Performance in China

2018 ◽  
Vol 20 (2) ◽  
pp. 161-184
Author(s):  
Hyun-Chung Kim ◽  
Young-Mok Ha
2007 ◽  
Vol 22 (4) ◽  
pp. 267-283
Author(s):  
MyungShin Ha ◽  
Kang Byung-Young ◽  
오기현 ◽  
김철민 ◽  
석창부

2018 ◽  
Vol 30 (5) ◽  
pp. 1200-1221 ◽  
Author(s):  
Işık Özge Yumurtacı Hüseyinoğlu ◽  
Metehan Feridun Sorkun ◽  
Gülmüş Börühan

PurposeThis paper introduces the term “omni-channel capability” and tests its validity. The purpose of this paper is to investigate the impact of logistics service quality (LSQ) on omni-channel capability.Design/methodology/approachAn online survey was used to evaluate the new concept of “omni-channel capability” and LSQ from the consumer’s perception. A two split sample technique was used to validate omni-channel capability and test the impact of LSQ on it through structural equation modeling. Factor analysis and structural equation modeling were performed to introduce, test and validate omni-channel capability, and test the study’s hypotheses. Consumers who had previously shopped from both the online and physical stores of a particular retailer completed a self-administered survey.FindingsThe findings supported the use of the term “omni-channel capability,” which has three elements: channel consistency, cross-channel and social media. The results also revealed the positive impact of operational LSQ on omni-channel capability.Practical implicationsTaking consumer perceptions as a reference point, this study reveals major issues that retailers should focus on while pursuing an omni-channel strategy. The findings also highlight the need for retailers to ensure operational LSQ to implement an omni-channel management strategy.Originality/valueTo improve on the limited theoretical understanding and empirical grounding of omni-channel management, this study described the three elements of omni-channel capability. The impact of operational LSQ on omni-channel capability gives empirical support for the theorized hierarchy of dynamic capabilities (zero- and first-order capabilities).


Transport ◽  
2020 ◽  
Vol 35 (4) ◽  
pp. 419-434
Author(s):  
Ieva Meidutė-Kavaliauskienė ◽  
Virgilija Vasilienė-Vasiliauskienė ◽  
Aidas Vasilis Vasiliauskas

Today, simply delivering a product to the right place at the right time is no longer enough. Customers demand more; they demand the full suite of logistics services. Customers thus seek higher-value and additional services, and more, which enable them to compete. Thus, the problem underlying analysis is customers’ growing dissatisfaction with existing services and their quality. Quality of service no longer gives business entities a competitive edge. It is vital for companies to have different activities, to operate in different branches of the economy, and to work with different types of goods. However, despite these differences, they all want to obtain maximum satisfaction from logistics services. With this in mind, the purpose of this article is to present a study examining the impact of logistics service quality on the satisfaction of companies working with different categories of goods Results indicated that different logistics service users do not have the same requirements for logistics service quality. Moreover, it was proved that SERVQUAL method is suitable for identification of sectoral value gaps, which can be applied in practice assuring competitive advantage.


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