With the rapid development of online shopping and traditional physical store shopping interweaving to form different shopping situations, customer experience has gradually become the main source of retailers’ sustainable competitive advantage through differentiation. Retailers need to continuously improve customer experience in different shopping situations to maintain long-term sustainable customer satisfaction and achieve sustainability. The study aims to examine what kind of shopping situations will influence customer experience and customer satisfaction. A total of 288 questionnaires were collected from two different shopping situations (146 questionnaires from physical stores were collected in five cities in China and 142 online questionnaires were collected from 21 provinces in China), and multiple regression analysis was adopted to test the hypotheses. As a result, we found that customer experience with staff service, shopping environment, and shopping procedure has a positive influence on customer satisfaction. Different shopping situations significantly moderate the relationships among customer experience with the shopping environment, product experience, and customer satisfaction but rarely influence customer experience with staff service and service procedures. Finally, gender significantly moderates the relationship between customer experience and customer satisfaction in different shopping situations. This study theoretically reveals the relationship between customer experience and satisfaction in different shopping situations and provides practical suggestions for retailers to form differentiated sustainable competitive advantage through customer experience management.

Academic research has shed light on the empirical relationships among a firm’s corporate social responsibility (CSR), corporate social irresponsibility (CSiR) and firm performance and on the firm’s customer satisfaction–firm performance relationship in different markets. However, little notice has been taken of whether the coexistence of corporate social responsibility, corporate social irresponsibility and customer satisfaction has an interactive effect on firm performance. This study aims to examine the effects of their interaction on firm performance from an investment perspective. Using unbalanced panel regression to test a sample of publicly traded firms from the United States, this study finds that, in general, firms with higher customer satisfaction earn positive changes in abnormal stock returns. For firms that engage in CSR, CSR positively affects corporate performance, whereas firms’ social irresponsibility activities reduce firms’ financial performance. All else equal, a positive interactive effect of CSiR and customer satisfaction on stock return was observed. The results reveal that high customer satisfaction can alleviate the negative effect of corporate social irresponsibility on firms’ financial performance. Our findings will help management executives and investors to understand that the negative effect of a firm’s unforeseen events on firm performance can be weakened by increasing customer satisfaction.

This study used a push–pull–mooring model (PPM model) to build an integrated model to explain the influencing factors of tourists’ switching intention to wetland ecotourism after the COVID-19 pandemic. The push effect is crowding perception, the pull effect is nature-based destination attractiveness, and the mooring effect is the risk perception of COVID-19. The study collected 551 valid research samples by questionnaire survey in two world-class wetlands in Taiwan. The results of the regression analysis showed that push, pull, and mooring influenced tourists’ switching intention to wetland ecotourism. Among them, the mooring effect regulated the relationship between the push effect and switching intention to wetland ecotourism, but did not regulate the relationship between the pull effect and switching intention to wetland ecotourism. Finally, the switching intention to wetland ecotourism further influenced wetland ecotourism behaviors. It is expected that people can go outdoors after the COVID-19 pandemic and bring substantial economic benefits of tourism to wetland ecological attractions in Taiwan.

Perceived organizational support (POS) is critical for fostering discretionary service behaviors, particularly in demanding contexts such as luxury hospitality. This study examines how POS influences extra-role behavior (ERB) among frontline hotel employees by testing the mediating roles of job embeddedness (JEM), leader–member exchange (LMX), and work engagement (WEN), along with the moderating role of transformational leadership (TFL). Drawing on Conservation of Resources (COR) theory, survey data were collected from 170 full-time employees in five-star luxury hotels in Bangkok, Thailand, and analyzed using PLS-SEM. The results indicate that POS significantly predicts JEM, LMX, and WEN, and that each of these mechanisms, in turn, positively affects ERB. Moderation analysis further shows that TFL weakens the JEM–ERB link but strengthens the LMX–ERB relationship, while its interaction with WEN is nonsignificant. These findings suggest that structural mechanisms (POS and JEM) and relational quality (LMX) exert stronger effects than affective engagement in shaping discretionary service contributions. The study supports COR theory by showing that resources such as POS, JEM, and LMX foster discretionary service behavior. However, these effects are context-dependent, with transformational leadership serving as a boundary condition that may either enhance or diminish the translation of resources into extra-role contributions.

The textile industry at one time, used to be one of the key industries in the economic development of Taiwan. Nevertheless, this labour- and time-intensive activity resulted in those employed in the industry not being able to devote adequate attention to both the family and business, that resulted in the enterprises being shipped out to other parts of labour-intensive Southeast Asia. This study aims to discuss the correlations between Chinese paternalistic leadership and organisational commitment, leadership effectiveness in the textile industry, and understanding the effects of supervisor–subordinate guanxi . Using quantitative questionnaire surveys, the supervisors and employees in 398 textile-related businesses in Taiwan, including 137 textile factories, 98 dyeing and finishing factories and 153 clothing factories, are studied. After applying hierarchical regression analysis to analysing the data, it is found that moral and benevolent leadership do not enforce as much obedience and performance as authoritarian leadership does. Instead, their loyalties are based on the “heart” of the employees to enhance their commitment to the organisation, by which the supervisor–subordinate guanxi could effectively adjust strong-arm leadership and the attitude of the employees. Therefore, it is suggested that Chinese supervisors should adopt benevolent leadership, maintain favourable guanxi with the employees, and improve the work atmosphere.