ZULKIPLI GHAZALI | Universiti Teknologi PETRONAS (original) (raw)

Uploads

Papers by ZULKIPLI GHAZALI

Global Business and Management Research: An International Journal, Sep 22, 2014

Purpose: This study proposed a conceptual model for developing customer value co-creation behavio... more Purpose: This study proposed a conceptual model for developing customer value co-creation behaviour in Retailing. The model is proposed based on in-depth analysis of value co-creation from experiential value and social influence perspective. Design/methodology/approach: Extensive review of literature on three different domains namely value cocreation, experiential value, and social influence was carried out to propose the conceptual model. Books and research articles on retailing were also consulted to see the emerging trends in global retail settings. Findings: Drawing from experiential value theory and theory of social influence, a conceptual model was proposed that highlights the factors that can play important roles in developing customer value co-creation behaviour. It is argued that customer return on investment, service excellence, aesthetic value and playfulness are few of the important factors in retailing which can significantly develop customers' participation and citizenship behaviour towards value co-creation. It has also been proposed that social influence in the form of compliance, internalization and identification can significant play moderating roles in further shaping customer value co-creation behaviour. Research limitations/implications: This study is conceptual in nature. Proposed propositions need to be verified empirically. Originality/value: This study is first of its kind to observe customer value co-creation behaviour from two lens namely experiential value and social influences simultaneously. The idea will significantly add value in value cocreation, experiential value and retailing literature.

Global Business and Management Research: An International Journal, Sep 22, 2014

The purpose of this study is to examine the management style of immediate superiors and workrelat... more The purpose of this study is to examine the management style of immediate superiors and workrelated values of subordinates in a plant turnaround maintenance setting. Design/methodology/approach: As the study was conducted in a real industrial plant setting, questionnaires were used as the main method for data collection due to practicability. The questionnaires were administered to staff of the Propane Dehydrogenation Plant who are involved in the turnaround and the workers of the turnaround contractors. Nine items (using a five-point, bipolar rating scale) related to individualismcollectivism, power distance and masculinity-femininity were used to measure predominant management styles of the immediate superior. Additionally, twenty-three items (using a five-point, bipolar rating scale) are used to operationalize the dimensions of sociability and solidarity. The study was coordinated through the Turnaround Central Services Department of the petrochemical company. Out of the 250 questionnaires distributed, 137 were returned, yielding an overall response rate of 55%. Findings: Turnaround maintenance with enormous activities, inevitably leads to division of labor, horizontal and vertical differentiation among the organizational members. As such, common direction, coordination, and control of organizational resources through the appropriate organizational culture are vital. Understanding the behavioral pattern of the workforce will facilitate planning initiatives for organizational improvement. Initiatives to be taken by management involving the staff should take into consideration these cultural elements and value system. By and large initiatives that are in congruence with the value systems of the workforce are more readily accepted rather than those departing from their cultural patterns. After all, labour has reached a stage whereby it is no longer a simple commodity that can merely be bought and sold in the market. Research limitations/implications: A larger sample size that covers more companies is required to ensure representative groups of people for the results to be generalized in the petrochemical industry. Furthermore, there was a lack of prior research studies of work culture in plant turnaround maintenance environment. Originality/value: The analysis showed that immediate superiors live out low power distance characteristic whereas the subordinates subscribed to high power distance work value. It was argued that the organizational structure, structuring processes, rules and guidelines that were established to certain extant shaped the relationships between immediate superiors and subordinates and hence the power distance.

Global Business and Management Research: An International Journal, Sep 22, 2014

Purpose: This study proposed a conceptual model for developing customer value co-creation behavio... more Purpose: This study proposed a conceptual model for developing customer value co-creation behaviour in Retailing. The model is proposed based on in-depth analysis of value co-creation from experiential value and social influence perspective. Design/methodology/approach: Extensive review of literature on three different domains namely value cocreation, experiential value, and social influence was carried out to propose the conceptual model. Books and research articles on retailing were also consulted to see the emerging trends in global retail settings. Findings: Drawing from experiential value theory and theory of social influence, a conceptual model was proposed that highlights the factors that can play important roles in developing customer value co-creation behaviour. It is argued that customer return on investment, service excellence, aesthetic value and playfulness are few of the important factors in retailing which can significantly develop customers' participation and citizenship behaviour towards value co-creation. It has also been proposed that social influence in the form of compliance, internalization and identification can significant play moderating roles in further shaping customer value co-creation behaviour. Research limitations/implications: This study is conceptual in nature. Proposed propositions need to be verified empirically. Originality/value: This study is first of its kind to observe customer value co-creation behaviour from two lens namely experiential value and social influences simultaneously. The idea will significantly add value in value cocreation, experiential value and retailing literature.

Global Business and Management Research: An International Journal, Sep 22, 2014

The purpose of this study is to examine the management style of immediate superiors and workrelat... more The purpose of this study is to examine the management style of immediate superiors and workrelated values of subordinates in a plant turnaround maintenance setting. Design/methodology/approach: As the study was conducted in a real industrial plant setting, questionnaires were used as the main method for data collection due to practicability. The questionnaires were administered to staff of the Propane Dehydrogenation Plant who are involved in the turnaround and the workers of the turnaround contractors. Nine items (using a five-point, bipolar rating scale) related to individualismcollectivism, power distance and masculinity-femininity were used to measure predominant management styles of the immediate superior. Additionally, twenty-three items (using a five-point, bipolar rating scale) are used to operationalize the dimensions of sociability and solidarity. The study was coordinated through the Turnaround Central Services Department of the petrochemical company. Out of the 250 questionnaires distributed, 137 were returned, yielding an overall response rate of 55%. Findings: Turnaround maintenance with enormous activities, inevitably leads to division of labor, horizontal and vertical differentiation among the organizational members. As such, common direction, coordination, and control of organizational resources through the appropriate organizational culture are vital. Understanding the behavioral pattern of the workforce will facilitate planning initiatives for organizational improvement. Initiatives to be taken by management involving the staff should take into consideration these cultural elements and value system. By and large initiatives that are in congruence with the value systems of the workforce are more readily accepted rather than those departing from their cultural patterns. After all, labour has reached a stage whereby it is no longer a simple commodity that can merely be bought and sold in the market. Research limitations/implications: A larger sample size that covers more companies is required to ensure representative groups of people for the results to be generalized in the petrochemical industry. Furthermore, there was a lack of prior research studies of work culture in plant turnaround maintenance environment. Originality/value: The analysis showed that immediate superiors live out low power distance characteristic whereas the subordinates subscribed to high power distance work value. It was argued that the organizational structure, structuring processes, rules and guidelines that were established to certain extant shaped the relationships between immediate superiors and subordinates and hence the power distance.