@article{41297,
  abstract     = {{<jats:p> In service industries, hierarchical loyalty programs are common relationship marketing instruments that award elevated status to customers who exceed a certain spending level (e.g., gold membership). In practice, service companies offer elevated status to some customers who do not meet the required spending level, in an attempt to profit from the profound allure of status. Relying on social psychology research and a mixed-method approach, this study analyzes the loyalty impact of status endowments, defined as awards of elevated status to customers who are not entitled to it. An exploratory qualitative study identifies customer gratitude and customer skepticism as positive and negative mediators, respectively, of customers’ attitudinal responses to endowed status. Quantitative studies—two experimental and one survey—substantiate these bright and dark sides of endowed status. The efficacy of status endowment is contingent on the context. To alleviate the dark-side effect, managers can allow target customers to actively choose whether to be endowed, especially those who are close to achieving the status already, and provide valuable preferential treatment to customers elevated by either endowment or achievement. These insights offer guidelines for whether and how to use status endowment in hierarchical loyalty programs. </jats:p>}},
  author       = {{Eggert, Andreas and Steinhoff, Lena and Garnefeld, Ina}},
  issn         = {{1094-6705}},
  journal      = {{Journal of Service Research}},
  keywords     = {{Organizational Behavior and Human Resource Management, Sociology and Political Science, Information Systems}},
  number       = {{2}},
  pages        = {{210--228}},
  publisher    = {{SAGE Publications}},
  title        = {{{Managing the Bright and Dark Sides of Status Endowment in Hierarchical Loyalty Programs}}},
  doi          = {{10.1177/1094670514566797}},
  volume       = {{18}},
  year         = {{2015}},
}

@article{41341,
  abstract     = {{<jats:p> In many business markets, manufacturers seek service-led growth to secure their existing positions and continue to grow in increasingly competitive environments. Using longitudinal data from 513 German mechanical engineering companies and latent growth curve modeling, this study offers a fine-grained view of the financial performance implications of industrial service strategies. By disentangling the revenue and profit implications of industrial service strategies, findings reveal that such strategies increase both the level and the growth of manufacturing firms’ revenue streams. In contrast, they reduce the level but improve the growth of manufacturers’ profits. Results further suggest that services supporting the clients’ actions (SSC) and services supporting the supplier’s product (SSP) affect performance outcomes in different ways. SSCs directly affect revenue and profit streams. In turn, SSPs display only indirect effects on financial performance mediated through SSCs. A moderator analysis identifies two organizational contingencies that facilitate service business success: Only companies with decentralized decision-making processes and a high share of loyal customers can expect favorable financial results from industrial service strategies. In summary, this research provides significant insights and managerial guidance for turning service strategies into financial successes. </jats:p>}},
  author       = {{Eggert, Andreas and Hogreve, Jens and Ulaga, Wolfgang and Münkhoff, Eva}},
  issn         = {{1094-6705}},
  journal      = {{Journal of Service Research}},
  keywords     = {{Organizational Behavior and Human Resource Management, Sociology and Political Science, Information Systems}},
  number       = {{1}},
  pages        = {{23--39}},
  publisher    = {{SAGE Publications}},
  title        = {{{Revenue and Profit Implications of Industrial Service Strategies}}},
  doi          = {{10.1177/1094670513485823}},
  volume       = {{17}},
  year         = {{2014}},
}

@article{45595,
  author       = {{Kesternich, Martin and Lange, Andreas and Sturm, Bodo}},
  issn         = {{0167-2681}},
  journal      = {{Journal of Economic Behavior and Organization}},
  keywords     = {{Organizational Behavior and Human Resource Management, Economics and Econometrics}},
  pages        = {{107--123}},
  publisher    = {{Elsevier BV}},
  title        = {{{The impact of burden sharing rules on the voluntary provision of public goods}}},
  doi          = {{10.1016/j.jebo.2014.04.024}},
  volume       = {{105}},
  year         = {{2014}},
}

@inproceedings{1998,
  abstract     = {{Nearly all existing HPC systems are operated by resource management systems based on the queuing approach. With the increasing acceptance of grid middleware like Globus, new requirements for the underlying local resource management systems arise. Features like advanced reservation or quality of service are needed to implement high level functions like co-allocation. However it is difficult to realize these features with a resource management system based on the queuing concept since it considers only the present resource usage.

In this paper we present an approach which closes this gap. By assigning start times to each resource request, a complete schedule is planned. Advanced reservations are now easily possible. Based on this planning approach functions like diffuse requests, automatic duration extension, or service level agreements are described. We think they are useful to increase the usability, acceptance and performance of HPC machines. In the second part of this paper we present a planning based resource management system which already covers some of the mentioned features.}},
  author       = {{Hovestadt, Matthias and Kao, Odej and Keller, Axel and Streit, Achim}},
  booktitle    = {{Proc. Workshop on Job Scheduling Strategies for Parallel Processing (JSSPP)}},
  keywords     = {{High Performance Computing, Service Level Agreement, Grid Resource, Resource Management System, Advance Reservation}},
  pages        = {{1--20}},
  title        = {{{Scheduling in HPC Resource Management Systems: Queuing vs. Planning}}},
  doi          = {{10.1007/10968987_1}},
  volume       = {{2862}},
  year         = {{2003}},
}