literature review on behaviour management

Help & FAQ

Effective teacher professional learning on classroom behaviour management: a review of literature

Education Psychology Activities

Research output : Contribution to journal › Review Article › Research › peer-review

Classroom behaviour management is an essential skill for teachers, yet teachers often report being inadequately prepared for addressing student behaviour effectively. Teacher professional learning on classroom behaviour management is continually needed to support teacher implementation of evidence-based classroom management practices. This article reports the findings from a systematic literature review aimed to identify the features and reported findings of recent teacher professional learning programs on classroom behaviour management. The result indicates that most of the effective programs were focused on training teachers on a specific strategy such as behaviour specific praise, or a combination of several proactive behaviour management strategies. While it is crucial to develop high-quality content for a teacher professional learning program, effective teaching strategies were required to produce the expected outcomes.

Review of Literature
Professional learning
classroom behavour management
Teacher education

Access to Document

10.14221/ajte.2020v45n1.5
304215802-oa Final published version, 295 KB

Review of Organizational Behavior Management: The Essentials, edited by Byron Wine and Joshua K. Pritchard

Sharlet d. rafacz.

Department of Psychology, California State University, 2576 East San Ramon ST11, Fresno, CA 93740 USA

The field of organizational behavior management OBM) began with the application of behavioral science in business and industry in the late 1960s and early 1970s (see Dickinson, 2001 , for full history). Since then the field has continued to expand and encompasses a wide range of topics at the individual performer, department, and system levels. Given the breadth of the field, it can be challenging to provide instruction and training that adequately covers both the practice of OBM and the scientific research that supports it. For college or university instruction in particular, it can be difficult to decide what content to review and at what level of detail within the constraints of a single semester. What is needed is a text that can represent the range of OBM, be readily adapted for instructor priorities and preferences, and is primarily research-based.

To date there have been several publications that can be utilized in undergraduate and graduate-level instruction. Articles from the Journal of Organizational Behavior Management (JOBM) are a primary source, though some OBM-related research can also be found in the Journal of Applied Behavior Analysis (JABA), Behavior Analysis in Practice (BAP), and Perspectives on Behavior Science (PoBS), among others. Textbooks, however, are limited. Many of the books published by OBMers target a less behavioral audience, typically those in industry (e.g., Braksick, 2000 ; Daniels & Daniels, 2007 ). Although we may assign students to read some of these books as supplements on a particular topic, these are subject specific, do not typically provide references to research supporting practice, and lack a broader overview of the field of OBM. Some of the exceptions to this that provide more research and/or breadth have historically included Industrial Behavior Modification: A Management Handbook (O’Brien, Dickinson, & Rosow, 1982 ), Handbook of Organizational Behavior Management (Frederiksen, 1982 ), and Organizational Behavior Modification (Luthans & Kreitner, 1975 ). In the last 20 years, additional texts include Organizational Change (Hayes, Austin, Houmanfar, & Clayton, 2001 ), Handbook of Organizational Performance: Behavior Analysis and Management (Johnson, Redmon, & Mawhinney, 2001 ), Performance Management (Daniels & Bailey, 2014 ), OBM Applied! A Practical Guide to Implementing Organizational Behavior Management (Rodriguez, Sundberg, & Biagi, 2016 ), and the book that I will be discussing in this review: Organizational Behavior Management: The Essentials .

Organizational Behavior Management: The Essentials is a book edited by Byron Wine and Joshua K. Pritchard, with chapters that have been contributed by various authors, including several by the editors themselves. The authors and the editors declined to accept any royalties for the book to keep the price as low as possible, which increases accessibility of this textbook, in particular for undergraduate and graduate students. For the purposes of this review, I will not be comparing and contrasting the previously mentioned texts to Organizational Behavior Management: The Essentials , but mention them so that instructors are aware that other texts do exist and that whole books or specific chapters may be utilized as replacements or supplemental readings. Indeed, there are several points throughout this book where chapters from several of these texts are cited.

As a faculty member at a public university in the United States, I have taught multiple sections of OBM at the undergraduate and master’s level. In the programs where I have instructed, these are stand-alone courses that are typically taken by students with some background in applied behavior analysis (ABA). For this review, I have solicited input from current students of mine at the undergraduate and graduate levels to provide both instructor and student perspectives on the utilization of this book at various levels of instruction.

Organization and Content of the Book

The book is organized into three sections that comprise 16 chapters. Section I begins with the first chapter, authored by the editors of the book (Wine and Pritchard), and provides some context for the reader. It briefly outlines what ABA is and how OBM operates as a subdiscipline; however, it worth noting that the authors themselves later illustrate how OBM operates outside of the traditional ABA guidelines (e.g., behavioral systems analysis; see also discussion by Hyten, 2017 ). The authors explain that the goal of this text is to reflect the range of topics that fall under OBM and introduce students to the field as a whole. They then provide a brief history of OBM and delineate its two major orientations: performance management (PM) and behavioral systems analysis (BSA). They discuss how these orientations are reflected across the remaining sections of the book and in the rationale for how the book is organized. Section I introduces the areas of BSA, consumer behavior analysis (CBA), and behavior-based safety (BBS). In this section, OBM is also contrasted with related fields. The second section focuses primarily on PM fundamentals, including measurement, assessment, antecedents, and consequences, before also discussing motivation and creativity and process assessments. The final section covers practitioner issues including ethics, how to apply OBM in human service settings, consulting skills, and project management. Overall this initial chapter provides a short introduction to OBM and the contents of the book, but may be too brief given that nowhere else in the book does it define OBM, discuss its history (for further reading, see Dickinson, 2001 ), or provide a larger context, especially for students new to the field. Instructors will likely need to assign additional articles to provide that background.

Chapter 2, by Lori H. Ludwig and Timothy D. Ludwig, begins with a short discussion of entrepreneurship and how BSA can help address some of the challenges of establishing a new, adaptive business. The authors then provide a case study of an indoor bouldering gym and some of the issues the business faces currently and with their goal to expand. The key elements of BSA are then reviewed and how meta-contingencies are critical elements of a systems analysis is discussed. The authors of this chapter discuss a specific variation of BSA focused on adding value for the customer. They outline this process and use the bouldering gym case study to provide examples of each step in the process, including identifying the value gem (what makes the company special), verification of the value gem (soliciting customer feedback), differentiation from other businesses (competition), department functions and how to align these functions to the customer value, ensuring processes are designed to be efficient and effective, before finally discussing how this operates at the performer level and the involvement of management in antecedent and consequence delivery. Due to the applied nature of the chapter and emphasis on one meta-contingency (value for the customer) it provides a focus to BSA that is very approachable for individuals new to systems analysis. Sometimes BSA articles or books can be overwhelming because there are so many factors to consider and it is difficult to know where to start. One concern, however, in utilizing this chapter on its own is the lack of diagrams to illustrate the overall system, meta-contingencies, and other more complex steps (e.g., aligning department functions). Multiple illustrations would help with this or an instructor may consider assigning a journal article that outlines one of the more diagnostic approaches the authors mention in the summary section of the chapter.

Chapter 3, by Mark R. Dixon and Jordan Belisle, provides a historical context for current employee pay systems before briefly reviewing the time-based systems that are commonly utilized, including contracting, hourly, and yearly salaries. These pay systems are then contrasted with performance-based pay systems where pay is directly proportional to the employee’s performance level. Specific examples in education, government, healthcare, sales, and other industries are discussed. The authors’ overall conclusions are that although individual, competitive systems may be successful in some situations, cooperative and group-based ones are preferred. They provide the example of gainsharing and open-book management, which involves the organization sharing profit gains with employees, and incentivizes the employee to participate more in behaviors that increase profits. Because many of these systems have been designed and adopted outside of behavior analysis, the authors then describe a behavior analytic (i.e., functional) account of performance-based pay systems. This discussion includes the limitations of some research in this area, in particular as it is applied within actual organizational settings with competing social contingencies, other sources of reinforcement for work beyond financial, motivating operations, rule-governed behavior, and conclude with several recommendations for future research. Overall, the chapter provides a comprehensive and critical evaluation of performance-based pay. One area that was not clearly evaluated, however, was how the company’s profit may be directly linked to employee performance (i.e., profit-indexed performance pay; Abernathy, 2000 ), which is a critical issue for behavior analysts interested in utilizing pay as a reinforcer. Profit-only pay systems do not necessarily include this component, and piece-rate (as the authors mention) only reinforces individual, not group, improvements.

Chapter 4, by Angelica Grindle and Terry E. McSween, outlines a behavioral approach to safety in the workplace. The authors give a context for this approach by providing an initial overview of what is behavior based safety, or BBS, some data to support it, and its key elements (e.g., direct observation, feedback, goals, and recognition/reinforcement). The authors then make the point that although these elements appear simple, their implementation is complex, and the remainder of the chapter addresses the process for this implementation. The process includes a safety process assessment, assembling a steering committee, and the safety process itself (safety observations, training of staff, feedback and data review, planning recognition and celebration). They then discuss the importance of leadership in maintaining the process and ensuring that contingencies are not delivered that distort observational data. They conclude the chapter with specific practice suggestions. One of the strengths of this chapter is the provision of examples and specific recommendations for each step of the process. Overall, the chapter provides a broad overview of BBS while also emphasizing its most critical components.

Chapter 5, by Donald A. Hantula, focuses on consumer behavior analysis (CBA) and starts by introducing the importance of the consumer within the greater context of OBM in general and BSA in particular. The author does so by providing a short history of how CBA can be traced back to John Watson’s work, Ogden Lindsley’s ( 1962 ) initial research on advertising using CONPAAD (conjugately programmed analysis of advertising), and how CBA advanced the field by measuring consumer choices in situ rather than relying on attitude measures. The author then discusses BSA as it relates to CBA, emphasizing the role of the consumer, the importance of measuring consumer responses to an intervention, and how consumers may themselves be utilized to collect data. Following this, the two theoretically informed approaches to consumer behavior, the behavioral perspective model (BPM) and the behavioral ecology of consumption (BEC), are reviewed. According to the author, BPM and BEC are complementary and when combined provide a more complete account of CBA. How the matching law and behavioral economics research enhance CBA and form operant behavioral economics is then discussed. Finally, a summary is provided and call to conduct research with a systems-based approaches, more quantitative sophistication and theory, and a functional, rather than structural, perspective. Overall, this chapter explores a theoretical account of consumer and employee behavior from an economic perspective and provides a well-rounded review of these models while remaining approachable for individuals new to this area. One strength of this chapter are the number of references included in the sections where research is cited on BPM and BEC. This provides instructors with a list of potential readings to compliment the chapter if desired, in particular because this is a rapidly expanding area of OBM (see The Behavior Analyst, 40 (2), for further examples).

Chapter 6, by Barbara R. Bucklin, aims to compare and contrast OBM with related disciplines, such as human performance technology/performance improvement (HPT/PI) and industrial-organizational psychology (I-O). The author begins by outlining the history of HPT/PI, including key figures, change in focus over time, and the professional organization most closely associated with it. Common and contrasting elements between today’s HPT and OBM are discussed, before the author provides information on journals, topics of interest, credentials, and educational opportunities. One notable contribution in this section is a table comparing and contrasting HPT/PI with OBM so the reader can clearly see similarities and differences, followed by a recommended reading list for further information on HPT/PI. The author then follows the same format to discuss I-O psychology, which primarily emphasizes personnel selection and placement, is theoretically eclectic, and very popular, with hundreds of universities offering Ph.D.s in I-O psychology. The author also provides a high-level review of human resources management (HRM), talent development, organizational behavior (OB), and organizational development (OD) by explaining their overlaps with OBM and where to find additional information. As a conclusion, the chapter ends with what differentiates OBM from these fields, in particular its strengths, and how the information provided in the chapter provides a basis for conversations with professionals in these related fields and ideas for other research areas. Overall, this chapter is very beneficial for students unfamiliar with related disciplines but will also be seeking jobs in the field and will need to know what job titles overlap with their skill sets and who their competition and potential collaborators in the field are likely to be.

Section II of the book begins with a chapter on behavioral pinpointing and measurement. The authors (Florence D. DiGennaro Reed, Matthew D. Novak, Tyler G. Erath, Denys Brand, and Amy J. Henley) start the chapter with a rationale for why pinpointing and measurement are so important in organizational settings. They then provide definitions and examples of pinpointing and measurement. Notable in this section are the precise recommendations about what to pinpoint (e.g., behavior versus result) and examples of measurement tied to specific research studies. Barriers to measurement are also addressed, mainly resistance from management or employees and lack of time or resources. The authors also broadly outline key characteristics of an effective measurement system, but as they themselves point out, it is not a thorough description and it would be necessary for someone designing such a system to review additional sources. Useful suggestions for data collection are then outlined before providing an applied example at the conclusion of the chapter. The applied example integrates all the material provided in the chapter into a real-life application. This accomplishes the goal of presenting the content in a second way, thus enhancing learning, but also eliminates the need for a course instructor to develop or find examples elsewhere.

Chapter 8, by David A. Wilder and Ansley C. Hodges, focuses on assessment and initially describes how assessment is employed within OBM. The authors then provide examples of assessment in BBS and systems analysis before giving a history of assessment in ABA and application in OBM. They address the fact that historically formal assessment was absent from ABA (pre-1980s), but although the authors state that OBM has taken longer to utilize similar assessments and the number of studies evaluating them remains small, it is important to note that several OBM assessments date back to the 1970s (e.g., Mager and Pipe, 1970 ). The authors then discuss several formats of informant assessment utilized in PM, including Mager and Pipe’s model, Gilbert’s tool, and the performance diagnostic checklist (PDC) and its variations, the PDC-Human Services and the PDC-Safety, and the PIC/NIC analysis. The authors emphasize that these assessments are inexpensive and efficient, but more research on their reliability and validity is needed. One strength of this chapter is the brief review of research that is available on each assessment, which provides a reading list for instructors interested in assigning additional articles for students. Descriptive and experimental analyses are also briefly covered and reasons for their limited use in organizational settings discussed. The authors conclude the chapter with suggested research areas in assessment. Overall, the chapter provides a nice overview of assessment. BBS, systems analysis, and process assessment are covered elsewhere in the book, and so are only briefly reviewed here.

Chapter 9, by Byron Wine, discusses the role of antecedents in organizational settings. The author begins by describing antecedents in general and how they operate within an operant contingency. The author then provides a nice discussion of the role of antecedents in the workplace, how manipulating them is common in the workplace, but how research and conceptual understanding of how they operate on behavior is limited. The author does not cover training within the chapter in order to provide room to discuss other antecedent interventions, but given recent research in the field (see Behavior Analysis in Practice , vols. 11 and 12) more discussion may be warranted. The author then provides a summary of several antecedent interventions, including task clarification/checklists, job aids/prompts, and goal setting, including available research. The goal setting section, however, would benefit from references supporting assertions regarding how to best set goals. The chapter concludes with a brief review of some additional antecedent interventions, before concluding with a very important discussion about overreliance on antecedent interventions without including consequence-based interventions in organizational settings. Overall, the chapter provides a summary of several important antecedent strategies, but additional references and discussion of training and goal setting would be recommended. In addition, although the discriminative versus motivative functions of these interventions are not easily determined, it does warrant additional discussion. Motivating operations are briefly discussed elsewhere (see discussion of Chapter 11) but an instructor may want to assign additional articles that cover motivating operations and rule-governed behavior because they play such a critical role in human behavior in the workplace.

Chapter 10, by Sigurdur O. Sigurdsson, Brandon M. Ring, and Adam S. Warman, covers consequences and begins with a well-written introduction to issues regarding reinforcement that are unique to organizational settings, including that contrived reinforcers in organizational settings are typically rule-governed analogs to reinforcement. They only briefly review schedules of reinforcement, but given the lack of research in this area in an OBM context, this seems appropriate. The chapter then covers feedback, incentives, and praise as common interventions. The authors note that these interventions may not exclusively function as consequences, and are not mutually exclusive. The authors review and provide important recommendations based on the literature regarding feedback content, source, immediacy, frequency, medium, and privacy. Following this is a discussion of the role of incentives, how to identify potential reinforcers through preference assessments, and some general recommendations. Like Chapter 9, this section may benefit from the inclusion of some additional research citations and discussion, in particular on feedback timing, ideal monetary amounts for incentives, and preference assessments. The authors conclude the chapter by providing an excellent discussion of praise, in particular with respect to concerns regarding insincerity and habituation. One of the strengths of this chapter is the recognition that it is difficult to classify interventions strictly as consequences, similar to antecedent interventions, which again points to the necessity of either a chapter specifically addressing this issue or assigning additional reading on the topic. The authors also assert that most OBM interventions are to increase responding, and so they focus exclusively on reinforcement, but punishment (penalty) and negative reinforcement are also prevalent in the workplace and if not included in the chapter, the authors might recommend additional readings.

Chapter 11, written by Douglas A. Johnson and Merrilyn Akpapuna, takes a slightly different focus on motivation by discussing it in the context of innovation and creativity. The authors assert that innovation and creativity are a growing business necessity, but that OBM has not positioned itself well to address these because OBM is either misunderstood by other disciplines (sticks and carrots only) or our analysis of motivation is superficial at best. Hence the reason for this chapter is to address motivation, creativity, and innovation from a behavioral paradigm. They begin by providing a succinct and well-written clarification of terms and definitions related to motivation such as “rewards/reinforcers” and “intrinsic/extrinsic motivation” before exploring why the business community demonizes external reinforcement and why OBMers should be concerned about this. They then review behavioral approaches to increase “motivation,” including a focus on motivating operations, which is a critical addition given it is only briefly discussed in other sections of the text. Finally, the authors address implications of all of this for generating novel and creative behavior. This particular chapter has some important elements but may also be a missed opportunity. A further discussion of motivating operations is necessary, but the digression into intrinsic/extrinsic motivation does not seem appropriate for the intended audience of this book given the dubious validity of the intrinsic/extrinsic motivation construct (Mawhinney, Dickinson, & Taylor, 1989 ; Skaggs, Dickinson, & O’Connor, 1991 ; and meta-analysis of intrinsic/extrinsic by Cameron & Pierce, 1994 ; Cameron, Banko, & Pierce, 2001 ). The chapter starts and ends with an interesting discussion regarding novelty and creativity in the workplace (see also Neuringer & Jensen, 2012 ), but many of the recommendations are hypothetical given the lack of research. Although the authors make a good case for why creativity and innovation are important in industry, given the current lack of behavioral application in the area, this chapter could have been utilized for a more extensive discussion of motivating operations, rule-governed behavior, or other OBM areas, such as leadership.

The final chapter (Chapter 12) in Section II is written by Heather M. McGee and begins by explaining how process analysis fits into OBM. The author then defines what a process is and how processes are classified (i.e., single or cross-functional and core, support, or management). OBM research on process improvement is then briefly discussed. Finally, the bulk of the chapter focuses on the steps involved in a process analysis, which vary slightly (based on authorship) but in general include and are covered in the current chapter as scoping the process and determining the results to be affected, analysis of the process, designing changes, developing materials for the changes, implementation, and evaluation. In this chapter, more emphasis is placed on the initial steps of analysis and design, including providing specific step-by-step recommendations regarding identifying steps of the current “IS” process, mapping it, and analyzing disconnects before designing the “SHOULD” process. This chapter is well-written and provides step-by-step instructions, with the addition of a practical example that is essential for following what can be a complex process. This chapter lends itself well to being paired with additional empirical research articles or with a student project, whether at the undergraduate or graduate level.

Section III begins with a chapter on ethics written by the editors (Wine and Pritchard). They start the chapter by explaining that their goal is to provide a “practical framework from which to make ethical decisions in OBM endeavors” (p. 320). They explicitly state that they are not interested in providing guidelines, because these are difficult to generalize to novel situations, but rather discuss the underlying ethical principles that should guide behavior in organizational settings. As such, they only briefly discuss ethical guidelines that apply to OBMers from the BACB or the International Society for Performance Improvement (ISPI). Instead, they focus on several book chapters and articles that provide guidelines for the ethical behavior of a consultant, OBMer, and manager. Included in this is a discussion of job satisfaction from a behavioral perspective (Hantula, 2015 ). The authors argue that for an intervention to be ethical, it must not only meet the needs of management (i.e., increase performance) but do so in a way that enhances the job satisfaction of the employees (i.e., reducing aversive control and promoting healthy and safety of employees through positive reinforcement). Finally, they synthesize these varying guidelines into eight questions that, in their words, guide OBM consultants in making decisions that would balance cost, benefit, and responsibility across management, workers, and consumers, which would thereby benefit society. However, the authors recognize that additional more formalized guidelines and model are needed which are beyond the scope of this chapter. I agree with the authors on their assessment and that more discussion and writing on ethics in OBM is needed. The current chapter provides a reasonable introduction to the topic and a practical starting point for this conversation however and, like the previous chapter on process analysis, can be combined with exercises or additional readings, in particular at the graduate level.

Chapter 14, by James K. Luiselli, reviews how OBM can be applied in human service programs (HSP), and provides examples of research and special considerations for this setting. Some of the more important sections of the chapter include acknowledging how performance expectations may be different/unique in HSPs and what challenges that may include, such as meeting regulatory guidelines. They then discuss how assessment is adapted to HSP (e.g., PDC-Human Services) and several performance improvement areas, including training, performance monitoring (which combines multiple interventions), intervention/treatment integrity, and safety. It is worth noting that some of this section significantly overlaps with other content in the book, but some of that is to be expected as it does involve the application of, for example, the PDC in this setting. This also allows the chapter to stand alone without the necessity of reading prior chapters. The author then provides some final conclusions about assembling performance improvement teams, creating goals/objectives based on assessment and practical measurement systems, providing incentives/reinforcement, assessing social validity, and staying current with the research literature and maintaining a scientist-practitioner orientation. Although the chapter doesn’t cover all considerations when working within HSP settings, such as addressing high levels of employee burnout and absenteeism in this setting, it does provide a discussion of some of the key considerations and cites additional resources that instructors can assign if they would like to provide more instruction on the content.

In Chapter 15, Amy Durgin discusses project management. The chapter begins by describing project management’s recent growth as a field and certification (project management professional or PMP). The chapter then reviews what a project is, what project success looks like, in particular from the viewpoint of various stakeholders, common factors that lead to failure, and then walks through the steps of managing a project in greater detail, including initiating, planning, monitoring and controlling, and project closing. One notable strength of this section is the level of detail regarding what questions to ask at each step, who is involved, and what the deliverables should look like. Finally, the chapter reviews what OBMers can contribute, in particular regarding managing antecedents and consequences for the team but also for themselves. Although unmentioned, this could also include goal setting, managing MOs, measurement, and leadership behavior. This discussion is important because project management is not unique to behavior analysis. As per the author, this chapter addresses an important area of OBM, which is project work, as opposed to operational or ongoing work of the organization. Like the chapters on systems analysis and process mapping, it is written in an approachable and practical manner, though it may benefit from an example carried through the chapter (as seen in the systems and process mapping chapters).

Chapter 16 concludes the book by discussing consultation in OBM, and is written by Nicole Gravina, Allison H. King, and Ansley C. Hodges. It begins by discussing what consulting is and the collaborative role that OBM consultants typically take. The authors then discuss key issues related to consulting, including building rapport, contacts and networking, sales and securing work, consulting rates, conducting assessments, and planning and delivering work. Notable in this section is a table and discussion on how to utilize multiple sources of information in assessment, which complements without repeating the content from Chapter 8. They then review some consulting examples, like the consultant workshop model and BBS, and the common elements that these consultant models include (e.g., attempts to institutionalize the intervention), as well as the coaching role that many OBM consultants assume, in particular with leaders. The chapter concludes with a discussion of the strengths and weaknesses of an OBM approach to consulting. This provides a nice conclusion to the book because presumably students have already read some of the other content so the discussion will be at their level. It also adds additional information in the way of examples and soft-skill considerations, and summarizes what it looks like to practice within the field in terms of what we do well and where there is still room for improvement.

Conclusions

The authors’ goal in editing Organizational Behavior Management: The Essentials was to represent the scope of OBM while maintaining a close tie to the research. Overall, I found that the book met these aims. Each of the chapters is well-written and the book is a well-organized introduction to OBM that provides a reasonable representation of the breadth of the field. This book will be an important resource as the number of behavior scientists or behavior analysts seeking instruction in OBM continues to grow. Although this review primarily evaluated the book in the context of its use in an undergraduate or graduate curriculum, the book might also be used for the education of staff, managers, or others within applied settings.

There are some issues the editors may want to address in a future edition or an individual using the text in a class (or for personal use) may wish to take into consideration. The first is the varying level of behavioral expertise assumed by the chapters. Some chapters are written at a very basic level of instruction and would be acceptable for an undergraduate student with no behavior analytic background, whereas others are more advanced and assume a general working knowledge of behavior science or behavior analysis. The book as a whole may be challenging for students new to behavior science or behavior analysis. The second consideration is somewhat related, in that some chapters are more research-focused, others are primarily practice-oriented, and some combine research with practical application. An instructor utilizing this text will likely need to supplement some chapters with research articles or with applied examples in order to provide both perspectives. Finally, the editors may consider adding supplemental materials to the book. Some of the chapters include figures, tables, and additional recommended readings. It would be beneficial to add more figures to some chapters, make additional recommended readings more explicit, and potentially include discussion questions, case studies, or other projects for extra practice. These supplemental materials could be published on a website.

Although there are some shortcomings, there are also several strengths that are worth noting. One of these is how the book addresses issues specifically related to the practice of OBM, such as ethics, consulting skills, and differentiating a career in OBM from related disciplines. A second strength is how many of the chapters end with suggested areas for research, which may inspire students and researchers to expand the scope of research in OBM. Finally, the chapters of the book are written such that they stand alone. In other words, although they reference content covered elsewhere in the text, for the most part it is not necessary to read those other chapters. This creates flexibility for an instructor to rearrange the order in which the chapters are covered in the course, for example, if they would like to address performance management before BSA. An instructor may also add chapters or other readings on topics not covered in the book or substitute a chapter for another article or chapter that better meets their needs. As the editors themselves indicate, it is not possible for one text to cover the full breadth of the field and in sufficient depth to be comprehensive. This text provides a good starting point from which individuals can read further on particular areas of interest, develop research questions, or use for an introductory class that lays the foundation for more advanced OBM coursework.

Publisher’s Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Abernathy WB. Managing without supervision: Creating an organization-wide performance system. Memphis, TN: PerfSys Press; 2000. [ Google Scholar ]
Braksick LW. Unlock behavior, unleash profits: How your leadership behavior can unlock profitability in your organization. New York, NY: McGraw-Hill; 2000. [ Google Scholar ]
Cameron J, Banko KM, Pierce WD. Pervasive negative effects of rewards on intrinsic motivation: The myth continues. The Behavior Analyst. 2001; 24 (1):1–44. doi: 10.1007/BF03392017. [ PMC free article ] [ PubMed ] [ CrossRef ] [ Google Scholar ]
Cameron J, Pierce WD. Reinforcement, reward, and intrinsic motivation: A meta-analysis. Review of Educational Research. 1994; 64 (3):363–423. doi: 10.3102/00346543064003363. [ CrossRef ] [ Google Scholar ]
Daniels AC, Bailey JS. Performance management: Changing behavior that drives organizational effectiveness. Atlanta, GA: Performance Management Publications; 2014. [ Google Scholar ]
Daniels AC, Daniels JE. Measure of a leader: The legendary leadership formula for producing exceptional performers and outstanding results. New York, NY: McGraw-Hill; 2007. [ Google Scholar ]
Dickinson AM. The historical roots of organizational behavior management in the private sector: The 1950s–1980s. Journal of Organizational Behavior Management. 2001; 20 (3/4):9–58. doi: 10.1300/J075v20n03_02. [ CrossRef ] [ Google Scholar ]
Frederiksen LW, editor. Handbook of organizational behavior management. New York, NY: John Wiley & Sons; 1982. [ Google Scholar ]
Hantula DA. Job satisfaction: The management tool and leadership responsibility. Journal of Organizational Behavior Management. 2015; 35 (1–2):81–94. doi: 10.1080/01608061.2015.1031430. [ CrossRef ] [ Google Scholar ]
Hayes LJ, Austin J, Houmanfar R, Clayton MC, editors. Organizational change. Reno, NV: Context Press; 2001. [ Google Scholar ]
Hyten C. OBM is already using the “fuzzy concept” criteria for applied behavioral research: Commentary on Critchfield and Reed. The Behavior Analyst. 2017; 40 (1):179–182. doi: 10.1007/s40614-017-0096-7. [ PMC free article ] [ PubMed ] [ CrossRef ] [ Google Scholar ]
Johnson CM, Redmon WK, Mawhinney TC, editors. Handbook of organizational performance: Behavior analysis and management. Binghamton, NY: Haworth Press; 2001. [ Google Scholar ]
Lindsley OR. A behavioral measure of television viewing. Journal of Advertising Research. 1962; 2 :2–13. [ Google Scholar ]
Luthans F, Kreitner R. Organizational behavior modification. Glenview, IL: Scott Foresman; 1975. [ Google Scholar ]
Mager RF, Pipe P. Analyzing performance problems; or, You really oughta wanna. Belmont, CA: Fearon Publishers; 1970. [ Google Scholar ]
Mawhinney TC, Dickinson AM, Taylor LA. The use of concurrent schedules to evaluate the effects of extrinsic rewards on intrinsic motivation. Journal of Organizational Behavior Management. 1989; 10 (1):109–129. doi: 10.1300/J075v10n01_07. [ CrossRef ] [ Google Scholar ]
Neuringer A, Jensen G. Operant variability. In: Madden GJ, editor. APA Handbook of behavior analysis, Vol. 1. Methods and principles. Washington, DC: American Psychological Association; 2012. pp. 513–546. [ Google Scholar ]
O’Brien RM, Dickinson AM, Rosow MP, editors. Industrial behavior modification: A management handbook. New York, NY: Pergamon Press; 1982. [ Google Scholar ]
Rodriguez M, Sundberg D, Biagi S. OBM applied! A practical guide to implementing organizational behavior management. Melbourne, FL: ABA Technologies; 2016. [ Google Scholar ]
Skaggs KJ, Dickinson AM, O’Connor KA. The use of concurrent schedules to evaluate the effects of extrinsic rewards on “intrinsic motivation”: A replication. Journal of Organizational Behavior Management. 1991; 12 (1):45–83. doi: 10.1300/J075v12n01_04. [ CrossRef ] [ Google Scholar ]
Wine B, Pritchard JK, editors. Organizational behavior management: The essentials. Orlando, FL: Hedgehog Publishers; 2018. [ Google Scholar ]

NASET.org Home Page

Exceptional teachers teaching exceptional children.

Overview of NASET
NASET Leadership
Directors' Message
Books by the Executive Directors
Mission Statement
NASET Apps for iPhone and iPad
NASET Store
NASET Sponsors
Marketing Opportunities
Contact NASET
Renew Your Membership
Membership Benefits
Frequently Asked Questions
Membership Categories
School / District Membership Information
Gift Membership
Membership Benefit for Professors Only
NASET's Privacy Policy
Forgot Your User Name or Password?
Contact Membership Department
Resources for Special Education Teachers
Advocacy (Board Certification for Advocacy in Special Education) BCASE
Board Certification in Special Education
Inclusion - Board Certification in Inclusion in Special Education (BCISE) Program
Paraprofessional Skills Preparation Program - PSPP
Professional Development Program (PDP) Free to NASET Members
Courses - Professional Development Courses (Free With Membership)
Forms, Tables, Checklists, and Procedures for Special Education Teachers
Video and Power Point Library
IEP Development
Exceptional Students and Disability Information
Special Education and the Law
Transition Services
Literacy - Teaching Literacy in English to K-5 English Learners
Facebook - Special Education Teacher Group
NASET Sponsor's Products and Services
ADHD Series
Assessment in Special Education Series
Autism Spectrum Disorders Series
Back to School - Special Review
Bullying of Children
Classroom Management Series
Diagnosis of Students with Disabilities and Disorders Series
Treatment of Disabilities and Disorders for Students Receiving Special Education and Related Services
Discipline of Students in Special Education Series
Early Intervention Series
Genetics in Special Education Series
How To Series
Inclusion Series
IEP Components
JAASEP - Research Based Journal in Special Education
Lesser Known Disorders
NASET NEWS ALERTS
NASET Q & A Corner
Parent Teacher Conference Handouts
The Practical Teacher
Resolving Disputes with Parents Series
RTI Roundtable
Severe Disabilities Series
Special Educator e-Journal - Latest and Archived Issues
Week in Review
Working with Paraprofessionals in Your School
Author Guidelines for Submission of Manuscripts & Articles to NASET
SCHOOLS of EXCELLENCE
Exceptional Charter School in Special Education
Outstanding Special Education Teacher Award
Board Certification Programs
Employers - Job Posting Information
Latest Job Listings
Professional Development Program (PDP)
Employers-Post a Job on NASET
PDP - Professional Development Courses
Board Certification in Special Education (BCSE)
Board Certification in IEP Development (BCIEP)
NASET Continuing Education/Professional Development Courses
HONOR SOCIETY - Omega Gamma Chi
Other Resources for Special Education Teaching Positions
Highly Qualified Teachers
Special Education Career Advice
Special Education Career Fact Sheets
FAQs for Special Education Teachers
Special Education Teacher Salaries by State
State Licensure for Special Education Teachers
Behavior Management Systems in the Classroom: A Review of Literature

By Desiree D. DeBlois

This issue of NASET’s Classroom Management series was written by Desiree D. DeBlois. Classroom management is essential to learning. Many teachers have not been trained efficiently to manage students' behaviors and teach a lesson with no interruptions. Classroom management is a range of systematic plan(s) to ensure all students are being treated fairly, rewarded, corrected, and reprimanded for their behaviors; programs can vary from the whole group to individual. Classroom behavior systems are used in all sorts of classroom settings, including general education, inclusion, resource, and self-contained. All students have behaviors that must be corrected or rewarded, and it is the teachers' job to ensure they are being addressed. Teachers already have a plethora of responsibilities in the classroom, and behavior is one of the leading causes for the teacher to leave the profession. Studies have shown that these systems work, but due to all the other responsibilities teachers hold, at times, the behavior is not prioritized in the classroom.

To Access this Article

To access the full issue of this month's Classroom Management Series, NASET members should login to view and or download a PDF file version.

Publications

Key Elements of Effective Classroom Management
Evidence-Based Practices for Dropout Prevention for Students with Disabilities
The Impact of TBI on Behavioral and Academic Performances: Evidence-Based Behavioral and Instructional Interventions for Students
Exploring Educational and Behavioral Outcomes for Children with Emotional Behavioral Disorders (EBD)
The Importance of Implementing a Token Economy System within Special Education Classrooms
Social-Emotional Learning and Interventions Among Students with Disabilities: A Literature Review
Fear? Not If You Understand the Impact of Co-Creation on Collaboration in Special Education!
Endrew, Rowley, and What Is an Appropriate Education
Behavior Assessment, Plans, and Positive Supports
Research and Interventions for Practitioners: Evidence-Based Best Practices
Culturally Responsive Teaching and Perceptions in Special Education of Minority Students: A Review of Literature
Increasing Parent Involvement of Parents of Students with Disabilities through Collaboration
Poverty and Learning: The Effects of Poverty in the Classroom
The Four Quadrants of Learning: Contextualizing the Language of Instruction for Students with Disabilities
Flexible Seating
SLANT: A New Behavior Management System
“How Am I Doing?” Teaching Children with Emotional-Behavioral Disorders to Self-Manage Their Behaviors
How to Help Students Feel Good about Themselves in Order to Reduce Inappropriate Behavior
Energy Drain and its Effect on Behavior and Learning
I Have a Voice and I Deserve One: Teachers Giving Special-Needs Students A Voice
Anticipation and Autism: Keys to Understanding a Child
Behavior at School
10 for 10: Leading a Well Managed Classroom
Tier 3 Interventions to Reduce Challenging Behaviors in the Elementary Classroom
Using Tier 2 Small Group Interventions to Reduce Challenging Behaviors in the Elementary Classroom
Using Classroom Design to Reduce Challenging Behaviors in the Elementary Classroom
Token Economy Systems to Increase Appropriate Behaviors
Educating Parents on Positive Behavior Support Systems for Studnets with Disabilities: A Review of Literature By Janine Castro
Cooperative Teaching to Benefit All Learners: What Can Educational Leaders Do to Ensure Success? By Kristen Bonanno-Sotiropoulos, Ms.Ed.
Co-Teaching Comprehension Strategies in the General Education Classroom By Holly Foarde
"Lillian's Lessons" By Joan M Fenske RN, MS, PhD
Empowering Parents in the Special Education Process By Dr. Marquis Grant
Series VIII-Part I- Positive Teacher Characteristics
Series VIII-Part II- Negative Teaching Characteristics
SERIES VII ARCHIVE
SERIES VI ARCHIVE
SERIES V ARCHIVE
SERIES IV ARCHIVE
Series III ARCHIVE
SERIES II ARCHIVE
SERIES I ARCHIVE

Organizational behaviour management in clinical laboratory: A literature review

Affiliation.

1 Department of Health Management and Economics, Health Information Management Research Center, School of Public Health, Tehran University of Medical Sciences, Tehran, Iran.
PMID: 34395647
PMCID: PMC8318186
DOI: 10.4103/jehp.jehp_1000_20

Background: The clinical laboratories require organizational behavior management approach that creates a balance between directors' expectations and staffs' needs in this field. This study was aimed to explain the role of organizational behavior management in clinical laboratories and suggest mechanisms for its implementation in these organizations.

Materials and methods: In this research, using several Persian and English databases by keywords consist of the clinical laboratory, organizational behavior management, and staff diversity. Three hundred and fifty four references from 1990 to 2020 were studied, and 72 references, including abstracts and full papers utilized for this research, and excluded papers presented at conferences, seminars, and dissertations. Using MESH strategy and Pico's instruction.

Results: The results of studies revealed staffs' individual differences in all aspects, including early and secondary dimensions may influenced the style of leadership implemented in clinical laboratories, "job-personality compatibility theory," job satisfaction and job commitment of staffs work in clinical laboratories and the way the directors and managers can develop the job loyalty and improve the organizational productivity in these organizations.

Conclusion: It is suggested a conceptual model for understanding and assessing the different organizational behaviors of clinical laboratories staffs based on communication skills, staffs' interaction, and socio-political, economic, and cultural elements, which should be more developed in future using the other similar studies.

Keywords: Clinical laboratory; organizational behavior; staff.

Customer experience: a systematic literature review and consumer culture theory-based conceptualisation

Published: 15 February 2020
Volume 71 , pages 135–176, ( 2021 )

Cite this article

literature review on behaviour management

Muhammad Waqas 1 ,
Zalfa Laili Binti Hamzah 1 &
Noor Akma Mohd Salleh 2

10k Accesses

48 Citations

2 Altmetric

Explore all metrics

The study aims to summarise and classify the existing research and to better understand the past, present, and the future state of the theory of customer experience. The main objectives of this study are to categorise and summarise the customer experience research, identify the extant theoretical perspectives that are used to conceptualise the customer experience, present a new conceptualisation and conceptual model of customer experience based on consumer culture theory and to highlight the emerging trends and gaps in the literature of customer experience. To achieve the stated objectives, an extensive literature review of existing customer experience research was carried out covering 49 journals. A total of 99 empirical and conceptual articles on customer experience from the year 1998 to 2019 was analysed based on different criteria. The findings of this study contribute to the knowledge by highlighting the role of customer attribution of meanings in defining their experiences and how such experiences can predict consumer behaviour.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price includes VAT (Russian Federation)

Instant access to the full article PDF.

Rent this article via DeepDyve

Institutional subscriptions

Online influencer marketing

Customer experience: fundamental premises and implications for research

Customer engagement in social media: a framework and meta-analysis

Abbott L (1955) Quality and competition. Columbia University Press, New York

Google Scholar

Addis M, Holbrook MB (2001) On the conceptual link between mass customisation and experiential consumption: an explosion of subjectivity. J Consum Behav 1:50–66

Alben L (1996) Defining the criteria for effective interaction design. Interactions 3:11–15

Allen CT, Fournier S, Miller F (2008) Brands and their meaning makers. In: Haugtvedt C, Herr P, Kardes F (eds) Handbook of consumer psychology. Taylor & Francis, Milton Park, pp 781–822

Andreini D, Pedeliento G, Zarantonello L, Solerio C (2019) A renaissance of brand experience: advancing the concept through a multi-perspective analysis. J Bus Res 91:123–133

Arnold MJ, Reynolds KE, Ponder N, Lueg JE (2005) Customer delight in a retail context: investigating delightful and terrible shopping experiences. J Bus Res 58:1132–1145

Arnould EJ, Thompson CJ (2005) Consumer culture theory (CCT): twenty years of research. J Consum Res 31:868–882

Beckman E, Kumar A, Kim Y-K (2013) The impact of brand experience on downtown success. J Travel Res 52:646–658

Belk RW, Costa JA (1998) The mountain man myth: a contemporary consuming fantasy. J Consum Res 25:218–240

Bennett R, Härtel CE, McColl-Kennedy JR (2005) Experience as a moderator of involvement and satisfaction on brand loyalty in a business-to-business setting 02-314R. Ind Mark Manag 34:97–107

Berry LL (2000) Cultivating service brand equity. J Acad Mark Sci 28:128–137

Berry LL, Carbone LP, Haeckel SH (2002) Managing the total customer experience. MIT Sloan Manag Rev 43:85–89

Biedenbach G, Marell A (2010) The impact of customer experience on brand equity in a business-to-business services setting. J Brand Manag 17:446–458

Bilgihan A, Okumus F, Nusair K, Bujisic M (2014) Online experiences: flow theory, measuring online customer experience in e-commerce and managerial implications for the lodging industry. Inf Technol Tour 14:49–71

Bilro RG, Loureiro SMC, Ali F (2018) The role of website stimuli of experience on engagement and brand advocacy. J Hosp Tour Technol 9:204–222

Bolton RN, Kannan PK, Bramlett MD (2000) Implications of loyalty program membership and service experiences for customer retention and value. J Acad Mark Sci 28:95–108

Brakus JJ, Schmitt BH, Zarantonello L (2009) Brand experience: what is it? How is it measured? Does it affect loyalty? J Mark 73:52–68

Branch JD (2007) Postmodern consumption and the high-fidelity audio microculture. In: Belk RW, Sherry JF Jr (eds) Consumer culture theory. JAI Press, Oxford

Braun-LaTour KA, LaTour MS (2005) Transforming consumer experience: when timing matters. J Advert 34:19–30

Braun-LaTour KA, LaTour MS, Pickrell JE, Loftus EF, SUia (2004) How and when advertising can influence memory for consumer experience. J Advert 33:7–25

Bridges E, Florsheim R (2008) Hedonic and utilitarian shopping goals: the online experience. J Bus Res 61:309–314

Brodie RJ, Ilic A, Juric B, Hollebeek L (2013) Consumer engagement in a virtual brand community: an exploratory analysis. J Bus Res 66:105–114

Bronner F, Neijens P (2006) Audience experiences of media context and embedded advertising-a comparison of eight media international. Int J Mark Res 48:81–100

Calder BJ, Malthouse EC, Schaedel U (2009) An experimental study of the relationship between online engagement and advertising effectiveness. J Interact Mark 23:321–331

Carù A, Cova B (2003) Revisiting consumption experience: a more humble but complete view of the concept. Mark Lett 3:267–286

Chandler JD, Lusch RF (2015) Service systems: a broadened framework and research agenda on value propositions, engagement, and service experience. J Serv Res 18:6–22

Constantinides E (2004) Influencing the online consumer’s behavior: the web experience. Internet Res 14:111–126

Constantinides E, Lorenzo-Romero C, Gómez MA (2010) Effects of web experience on consumer choice: a multicultural approach. Internet Res 20:188–209

Cooper H, Schembri S, Miller D (2010) Brand-self identity narratives in the James Bond movies. Psychol Mark 27:557–567

Cova B (1997) Community and consumption: towards a definition of the “linking value” of product or services. Eur J Mark 31:297–316

Creswell JW (2007) Qualitative inquiry and research design: choosing among five approaches, 2nd edn. Sage Publications, Thousand Oaks

Das K (2009) Relationship marketing research (1994–2006) an academic literature review and classification. Mark Intell Plan 27:326–363

Das G, Agarwal J, Malhotra NK, Varshneya G (2019) Does brand experience translate into brand commitment? A mediated-moderation model of brand passion and perceived brand ethicality. J Bus Res 95:479–490

Daugherty T, Li H, Biocca F (2008) Consumer learning and the effects of virtual experience relative to indirect and direct product experience. Psychol Mark 25:568–586

De Keyser A, Lemon KN, Klaus P, Keiningham TL (2015) A framework for understanding and managing the customer experience. Marketing Science Institute working paper series, pp 15–121

de Oliveira Santini F, Ladeira WJ, Sampaio CH, Pinto DC (2018) The brand experience extended model: a meta-analysis. J Brand Manag 25:519–535

De Vries L, Gensler S, Leeflang PS (2012) Popularity of brand posts on brand fan pages: an investigation of the effects of social media marketing. J Interact Mark 26:83–91

Ding CG, Tseng TH (2015) On the relationships among brand experience, hedonic emotions, and brand equity. Eur J Mark 49:994–1015

Elliot S, Fowell S (2000) Expectations versus reality: a snapshot of consumer experiences with internet retailing. Int J Inf Manag 20:323–336

Escalas et al (2013) Self-identity and consumer behavior. J Consum Res 39:15–18

Farndale E, Kelliher C (2013) Implementing performance appraisal: exploring the employee experience. Hum Resour Manag 52:879–897

Fisch C, Block J (2018) Six tips for your (systematic) literature review in business and management research. Manag Rev Q 68:103–106

Flavián C, Guinalíu M, Gurrea R (2006) The influence of familiarity and usability on loyalty to online journalistic services: the role of user experience. J Retail Consum Serv 13:363–375

Forlizzi J, Battarbee K (2004) Understanding experience in interactive systems. In: Proceedings of the 5th conference on designing interactive systems: processes, practices, methods, and techniques. ACM, New York, pp 261–268

Frambach RT, Roest HC, Krishnan TV (2007) The impact of consumer internet experience on channel preference and usage intentions across the different stages of the buying process. J Interact Mark 21:26–41

Froehle CM, Roth AV (2004) New measurement scales for evaluating perceptions of the technology-mediated customer service experience. J Oper Manag 22:1–21

Frow P, Payne A (2007) Towards the ‘perfect’ customer experience. J Brand Manag 15:89–101

Garg R, Rahman Z, Kumar I (2011) Customer experience: a critical literature review and research agenda. Int J Serv Sci 4:146–173

Geertz C (2008) Local knowledge: further essays in interpretive anthropology. Basic books, New York

Gensler S, Völckner F, Liu-Thompkins Y, Wiertz C (2013) Managing brands in the social media environment. J Interact Mark 27:242–256

Gentile C, Spiller N, Noci G (2007) How to sustain the customer experience: an overview of experience components that co-create value with the customer. Eur Manag J 25:395–410

Goldstein SM, Johnston R, Duffy J, Rao J (2002) The service concept: the missing link in service design research? J Oper Manag 20:121–134

Grace D, O’Cass A (2004) Examining service experiences and post-consumption evaluations. J Serv Mark 18:450–461

Greenwell TC, Fink JS, Pastore DL (2002) Assessing the influence of the physical sports facility on customer satisfaction within the context of the service experience. Sport Manag Rev 5:129–148

Grewal D, Levy M, Kumar V (2009) Customer experience management in retailing: an organizing framework. J Retail 85:1–14

Ha HY, Perks H (2005) Effects of consumer perceptions of brand experience on the web: brand familiarity, satisfaction and brand trust. J Consum Behav An Int Res Rev 4:438–452

Hamzah ZL, Alwi SFS, Othman MN (2014) Designing corporate brand experience in an online context: a qualitative insight. J Bus Res 67:2299–2310

Harris P (2007) We the people: the importance of employees in the process of building customer experience. J Brand Manag 15:102–114

Harris K, Baron S, Parker C (2000) Understanding the consumer experience: it’s’ good to talk’. J Mark Manag 16:111–127

Hassenzahl M (2008) User experience (UX): towards an experiential perspective on product quality. In: Proceedings of the 20th conference on l’Interaction Homme-Machine. ACM, pp 11–15

Hatcher EP (1999) Art as culture: an introduction to the anthropology of art. Greenwood Publishing Group, Westport

Hepola J, Karjaluoto H, Hintikka A (2017) The effect of sensory brand experience and involvement on brand equity directly and indirectly through consumer brand engagement. J Prod Brand Manag 26:282–293

Hirschman EC, Holbrook MB (1982) Hedonic consumption: emerging concepts, methods and propositions. J Mark 46:92–101

Hoffman DL, Novak TP (1996) Marketing in hypermedia computer-mediated environments: conceptual foundations. J Mark 60:50–68

Hoffman DL, Novak TP (2017) Consumer and object experience in the internet of things: an assemblage theory approach. J Consum Res 44:1178–1204

Holbrook MB, Hirschman EC (1982) The experiential aspects of consumption: consumer fantasies, feelings, and fun. J Consum Res 9:132–140

Hollebeek LD, Glynn MS, Brodie RJ (2014) Consumer brand engagement in social media: conceptualization, scale development and validation. J Int Mark 28:149–165

Holt DB (2003) Brands and branding. Harvard Business School, Boston

Homburg C, Jozić D, Kuehnl C (2017) Customer experience management: toward implementing an evolving marketing concept. J Acad Mark Sci 45:377–401

Hsu HY, Tsou H-T (2011) Understanding customer experiences in online blog environments. Int J Inf Manag 31:510–523

Huang P, Lurie NH, Mitra S (2009) Searching for experience on the web: an empirical examination of consumer behavior for search and experience goods. J Mark 73:55–69

Hultén B (2011) Sensory marketing: the multi-sensory brand-experience concept. Eur Bus Rev 23:256–273

Iglesias O, Singh JJ, Batista-Foguet JM (2011) The role of brand experience and affective commitment in determining brand loyalty. J Brand Manag 18:570–582

Islam JU, Rahman Z (2016) The transpiring journey of customer engagement research in marketing: a systematic review of the past decade. Manag Dec 54:2008–2034

Jacoby J (2002) Stimulus-organism-response reconsidered: an evolutionary step in modeling (consumer) behavior. J Consum Psychol 12:51–57

Kaplan S (1992) The restorative environment: nature and human experience. In: Relf D (ed) The role of horticulture in human well-being and social development. Timber Press, Arlington, pp 134–142

Keng C-J, Ting H-Y, Chen Y-T (2011) Effects of virtual-experience combinations on consumer-related “sense of virtual community”. Internet Res 21:408–434

Khalifa M, Liu V (2007) Online consumer retention: contingent effects of online shopping habit and online shopping experience. Eur J Inf Syst 16:780–792

Khan I, Fatma M (2017) Antecedents and outcomes of brand experience: an empirical study. J Brand Manag 24:439–452

Khan I, Rahman Z (2015) Brand experience formation mechanism and its possible outcomes: a theoretical framework. Mark Rev 15:239–259

Khan I, Rahman Z, Fatma M (2016) The role of customer brand engagement and brand experience in online banking. Int J Bank Mark 34:1025–1041

Kim H, Suh K-S, Lee U-K (2013) Effects of collaborative online shopping on shopping experience through social and relational perspectives. Inf Manag 50:169–180

Kinard BR, Hartman KB (2013) Are you entertained? The impact of brand integration and brand experience in television-related advergames. J Advert 42:196–203

Kozinets RV (2001) Utopian enterprise: articulating the meanings of Star Trek’s culture of consumption. J Consum Res 28:67–88

Kozinets RV (2002) Can consumers escape the market? Emancipatory illuminations from burning man. J Consum Res 29:20–38

Kuksov D, Shachar R, Wang K (2013) Advertising and consumers’ communications. Mark Sci 32:294–309

LaSalle D, Britton TA (2003) Priceless: turning ordinary products into extraordinary experiences. Harvard Business School Press, Boston

Laugwitz B, Held T, Schrepp M (2008) Construction and evaluation of a user experience questionnaire. In: Symposium of the Austrian HCI and usability engineering group. Springer, Berlin, Heidelberg, pp 63–76

Lee YH, Lim EAC (2008) What’s funny and what’s not: the moderating role of cultural orientation in ad humor. J Advert 37:71–84

Lemke F, Clark M, Wilson H (2011) Customer experience quality: an exploration in business and consumer contexts using repertory grid technique. J Acad Mark Sci 39:846–869

Lemon KN, Verhoef PC (2016) Understanding customer experience throughout the customer journey. J Mark 80:69–96

Lin YH (2015) Innovative brand experience’s influence on brand equity and brand satisfaction. J Bus Res 68:2254–2259

Lindsey-Mullikin J, Munger JL (2011) Companion shoppers and the consumer shopping experience. J Relatsh Mark 10:7–27

Loureiro SMC, de Araújo CMB (2014) Luxury values and experience as drivers for consumers to recommend and pay more. J Retail Consum Serv 21:394–400

Lundqvist A, Liljander V, Gummerus J, Van Riel A (2013) The impact of storytelling on the consumer brand experience: the case of a firm-originated story. J Brand Manag 20:283–297

Mann SJ (2001) Alternative perspectives on the student experience: alienation and engagement. Stud High Educ 26:7–19

Martin J, Mortimer G, Andrews L (2015) Re-examining online customer experience to include purchase frequency and perceived risk. J Retail Consum Serv 25:81–95

Mascarenhas OA, Kesavan R, Bernacchi M (2006) Lasting customer loyalty: a total customer experience approach. J Consum Mark 23:397–405

McCarthy J, Wright P (2004) Technology as experience. Interactions 11:42–43

Menon S, Kahn B (2002) Cross-category effects of induced arousal and pleasure on the Internet shopping experience. J Retail 78:31–40

Mersey RD, Malthouse EC, Calder BJ (2010) Engagement with online media. J Media Bus Stud 7:39–56

Meyer C, Schwager A (2007) Customer experience. Harv Bus Rev 85:1–11

Milligan A, Smith S (2002) Uncommon practice: People who deliver a great brand experience. Financial Times/Prentice Hall, London

Mollen A, Wilson H (2010) Engagement, telepresence and interactivity in online consumer experience: reconciling scholastic and managerial perspectives. J Bus Res 63:919–925

Morgan-Thomas A, Veloutsou C (2013) Beyond technology acceptance: brand relationships and online brand experience. J Bus Res 66:21–27

Mosley RW (2007) Customer experience, organisational culture and the employer brand. J Brand Manag 15:123–134

Mosteller J, Donthu N, Eroglu S (2014) The fluent online shopping experience. J Bus Res 67:2486–2493

MSI (2016) Research priorities 2016–2018. http://www.msi.org/research/2016-2018-research-priorities/ . Accessed 28 Aug 2017

MSI (2018) Research priorities 2018–2020. Marketing Science Institute, Cambridge

Mulet-Forteza C, Genovart-Balaguer J, Mauleon-Mendez E, Merigó JM (2019) A bibliometric research in the tourism, leisure and hospitality fields. J Bus Res 101:819–827

Nairn A, Griffin C, Gaya Wicks P (2008) Children’s use of brand symbolism: a consumer culture theory approach. Eur J Mark 42:627–640

Nambisan S, Baron RA (2007) Interactions in virtual customer environments: implications for product support and customer relationship management. J Int Mark 21:42–62

Ngo LV, Northey G, Duffy S, Thao HTP (2016) Perceptions of others, mindfulness, and brand experience in retail service setting. J Retail Consum Serv 33:43–52

Novak TP, Hoffman DL, Yung Y-F (2000) Measuring the customer experience in online environments: a structural modeling approach. Mark Sci 19:22–42

Nysveen H, Pedersen PE (2004) An exploratory study of customers’ perception of company web sites offering various interactive applications: moderating effects of customers’ Internet experience. Dec Support Syst 37:137–150

Nysveen H, Pedersen PE (2014) Influences of cocreation on brand experience. Int J Mark Res 56:807–832

Nysveen H, Pedersen PE, Skard S (2013) Brand experiences in service organizations: exploring the individual effects of brand experience dimensions. J Brand Manag 20:404–423

O’Cass A, Grace D (2004) Exploring consumer experiences with a service brand. J Prod Brand Manag 13:257–268

Ofir C, Raghubir P, Brosh G, Monroe KB, Heiman A (2008) Memory-based store price judgments: the role of knowledge and shopping experience. J Retail 84:414–423

Palmer A (2010) Customer experience management: a critical review of an emerging idea. J Serv Mark 24:196–208

Piedmont RL, Leach MM (2002) Cross-cultural generalizability of the spiritual transcendence scale in india: spirituality as a universal aspect of human experience. Am Behav Sci 45:1888–1901

Pine BJ, Gilmore JH (1998) Welcome to the experience economy. Harv Bus Rev 76:97–105

Ponsonby-Mccabe S, Boyle E (2006) Understanding brands as experiential spaces: axiological implications for marketing strategists. J Strateg Mark 14:175–189

Prahalad CK, Ramaswamy V (2004) Co-creation experiences: the next practice in value creation. J Interact Mark 18:5–14

Rageh Ismail A, Melewar T, Lim L, Woodside A (2011) Customer experiences with brands: literature review and research directions. Mark Rev 11:205–225

Rahman M (2014) Differentiated brand experience in brand parity through branded branding strategy. J Strateg Mark 22:603–615

Ramaseshan B, Stein A (2014) Connecting the dots between brand experience and brand loyalty: the mediating role of brand personality and brand relationships. J Brand Manag 21:664–683

Rigby D (2011) The future of shopping. Harv Bus Rev 89:65–76

Robertson TS, Gatignon H, Cesareo L (2018) Pop-ups, ephemerality, and consumer experience: the centrality of buzz. J Assoc Consum Res 3:425–439

Rose S, Hair N, Clark M (2011) Online customer experience: a review of the business-to-consumer online purchase context. Int J Manag Rev 13:24–39

Rose S, Clark M, Samouel P, Hair N (2012) Online customer experience in e-retailing: an empirical model of antecedents and outcomes. J Retail 88:308–322

Roswinanto W, Strutton D (2014) Investigating the advertising antecedents to and consequences of brand experience. J Promot Manag 20:607–627

Salmon P (1989) Personal stances in learning. In: Weil SW, McGill I (eds) Making sense of experiential learning: diversity in theory and practice. The Open University Press, Milton Keynes, pp 230–241

Schembri S, Sandberg J (2002) Service quality and the consumer’s experience: towards an interpretive approach. Mark Theory 2:189–205

Schivinski B, Christodoulides G, Dabrowski D (2016) Measuring consumers’ engagement with brand-related social-media content. J Advert Res 56:64–80

Schmitt B (1999) Experiential marketing. J Mark Manag 15:53–67

Schmitt B (2000) Creating and managing brand experiences on the internet. Des Manag J 11:53–58

Schmitt B, Joško Brakus J, Zarantonello L (2015) From experiential psychology to consumer experience. J Consum Psychol 25:166–171

Scholz J, Smith AN (2016) Augmented reality: designing immersive experiences that maximize consumer engagement. Bus Horiz 59:149–161

Schouten JW, McAlexander JH, Koenig HF (2007) Transcendent customer experience and brand community. J Acad Mark Sci 35:357–368

Shaw C, Ivens J (2002) Building great customer experiences, vol 241. Palgrave, London

Sherry JF, Kozinets RV (2007) Comedy of the commons: nomadic spirituality and the Burning Man festival. In: Belk RW, Sherry JF (eds) Consumer culture theory. JAI Press, Oxford, pp 119–147

Shimp TA, Andrews JC (2013) Advertising, promotion, and other aspects of integrated marketing communications, 9th edn. Cengage Learning, Mason

Singh S, Sonnenburg S (2012) Brand performances in social media. J Interact Mark 26:189–197

Skadberg YX, Kimmel JR (2004) Visitors’ flow experience while browsing a web site: its measurement, contributing factors and consequences. Comput Hum Behav 20:403–422

Smith S, Wheeler J (2002) Managing the customer experience: turning customers into advocates. Financial Times/Prentice Hall, Upper Saddle River

Syrdal HA, Briggs E (2018) Engagement with social media content: a qualitative exploration. J Mark theory Pract 26:4–22

Tafesse W (2016a) Conceptualization of brand experience in an event marketing context. J Promot Manag 22:34–48

Tafesse W (2016b) An experiential model of consumer engagement in social media. J Prod Brand Manag 25:424–434

Takatalo J, Nyman G, Laaksonen L (2008) Components of human experience in virtual environments. Comput Hum Behav 24:1–15

Tax SS, Brown SW, Chandrashekaran M (1998) Customer evaluations of service complaint experiences: implications for relationship marketing. J Mark 62:60–76

Thompson CJ, Locander WB, Pollio HR (1989) Putting consumer experience back into consumer research: the philosophy and method of existential-phenomenology. J Consum Res 16:133–146

Thorbjørnsen H, Supphellen M, Nysveen H, Egil P (2002) Building brand relationships online: a comparison of two interactive applications. J Interact Mark 16:17–34

Trevinal AM, Stenger T (2014) Toward a conceptualization of the online shopping experience. J Retail Consum Serv 21:314–326

Triantafillidou A, Siomkos G (2018) The impact of facebook experience on consumers’ behavioral brand engagement. J Res Interact Mark 12:164–192

Turner P (2017) A psychology of user experience: involvement, Affect and Aesthetics. Springer, Cham

Underwood LG, Teresi JA (2002) The daily spiritual experience scale: development, theoretical description, reliability, exploratory factor analysis, and preliminary construct validity using health-related data. Ann Behav Med 24:22–33

Van Noort G, Voorveld HA, Van Reijmersdal EA (2012) Interactivity in brand web sites: cognitive, affective, and behavioral responses explained by consumers’ online flow experience. J Interact Mark 26:223–234

Vargo SL, Lusch RF (2008) Service-dominant logic: continuing the evolution. J Acad Mark Sci 36:1–10

Verhoef PC, Lemon KN, Parasuraman A, Roggeveen A, Tsiros M, Schlesinger LA (2009) Customer experience creation: determinants, dynamics and management strategies. J Retail 85:31–41

Walls A, Okumus F, Wang Y, Kwun DJ-W (2011) Understanding the consumer experience: an exploratory study of luxury hotels. J Hosp Mark Manag 20:166–197

Wan Y, Nakayama M, Sutcliffe N (2012) The impact of age and shopping experiences on the classification of search, experience, and credence goods in online shopping. Inf Syst E bus Manag 10:135–148

Whitener EM (2001) Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. J Manag 27:515–535

Won Jeong S, Fiore AM, Niehm LS, Lorenz FO (2009) The role of experiential value in online shopping: the impacts of product presentation on consumer responses towards an apparel web site. Internet Res 19:105–124

Wooten DB, Reed A II (1998) Informational influence and the ambiguity of product experience: order effects on the weighting of evidence. J Consum Psychol 7:79–99

Yoon D, Youn S (2016) Brand experience on the website: its mediating role between perceived interactivity and relationship quality. J Interact Advert 16:1–15

Zarantonello L, Schmitt BH (2010) Using the brand experience scale to profile consumers and predict consumer behaviour. J Brand Manag 17:532–540

Zarantonello L, Schmitt BH (2013) The impact of event marketing on brand equity: the mediating roles of brand experience and brand attitude. Int J Advert 32:255–280

Zenetti G, Klapper D (2016) Advertising effects under consumer heterogeneity–the moderating role of brand experience, advertising recall and attitude. J Retail 92:352–372

Zhang H, Lu Y, Gupta S, Zhao L (2014) What motivates customers to participate in social commerce? The impact of technological environments and virtual customer experiences. Inf Manag 51:1017–1030

Zhang H, Lu Y, Wang B, Wu S (2015) The impacts of technological environments and co-creation experiences on customer participation. Inf Manag 52:468–482

Zolfagharian M, Jordan AT (2007) Multiracial identity and art consumption. In: Belk RW, Sherry JF Jr (eds) Consumer culture theory. JAI Press, Oxford

Download references

Acknowledgements

We would like to thank editor-in-chief (Prof. Dr Joern Block), and the anonymous reviewers for their constructive comments on this paper.

Author information

Authors and affiliations.

Department of Marketing, Faculty of Business and Accountancy, Graduate School of Business, University of Malaya, Kuala Lumpur, Malaysia

Muhammad Waqas & Zalfa Laili Binti Hamzah

Department of Operation and Management Information System, Faculty of Business and Accountancy, Graduate School of Business, University of Malaya, Kuala Lumpur, Malaysia

Noor Akma Mohd Salleh

You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Zalfa Laili Binti Hamzah .

Additional information

Publisher's note.

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

See Table 8 .

See Table 9 .

Rights and permissions

Reprints and permissions

About this article

Waqas, M., Hamzah, Z.L.B. & Salleh, N.A.M. Customer experience: a systematic literature review and consumer culture theory-based conceptualisation. Manag Rev Q 71 , 135–176 (2021). https://doi.org/10.1007/s11301-020-00182-w

Download citation

Received : 08 May 2019

Accepted : 10 February 2020

Published : 15 February 2020

Issue Date : February 2021

DOI : https://doi.org/10.1007/s11301-020-00182-w

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

Customer experience
Literature review
Consumer culture theory
Online experience

JEL Classification

Find a journal
Publish with us
Track your research

IMAGES

15 Literature Review Examples (2024)
Behaviour Management through Zero Tolerance Policy Essay Example
Literature Review on Consumer Behavior
(PDF) Literature review on Rural Consumer Behaviour towards personal
Literature Review Management Writing Guide
Literature Review

VIDEO

Behavioral and Social Science in Management
Chapter 1: 10 Behavioral Approach
Impact of Literature on Social Behaviour
Literature review 1
Organisational Behaviour
The Business of Management (1982)- Controls and Organizational Behavior

COMMENTS

(PDF) A Literature Review of Organizational Behavior Management
David Wilder (2018): A Literature Review of Organizational Behavior Management Interventions in Human Service Settings from 1990 to 2016, Journal of Organizational Behavior Management, DOI: 10. ...
Evidence-Based Behavior Management Strategies for Students With or at
The purpose of this review is to (a) describe the state and quality of evidence-based reviews and meta-analyses of studies on classroom and behavior management interventions for students with emotional and behavioral disorders (EBDs) and (b) summarize practices that can be deemed evidence-based.
Positive behaviour support: a systematic literature review of the
Implementation fidelity depends on appropriate staff training and organisational behaviour management. A systematic literature review is reported that evaluated the evidence in relation to change in staff and service user behaviour and the impact of organisational behaviour management systems on effectiveness, generalization, and maintenance of ...
PDF Evidence-based Classroom Behaviour Management Strategies
to have good group management skills so that the class focus was on appropriate behaviour. Effective teaching and positively functioning classrooms with low levels of disruptive behaviour require planning and consistency. Factors which have been found to contribute to these outcomes identified in a literature review by Kern and Clemens (2007) are:
Reimagining Children's Behaviour and Behaviour Management "Otherwise
Behaviour Management, The Tickell Review (2011) and Positive Psychology "Positive psychology" as advocated by Martin Seligman and others and the contention that "people can be re-crafted into goal achievers, able to control their emotions and harness all their positive energies in the service of their goals" (Miller, Citation 2008, p. 595) has become particularly influential in ...
(PDF) Evidence-Based Behavior Management Strategies for ...
The purpose of this review is to (a) describe the state and quality of evidence-based reviews and meta-analyses of studies on classroom and behavior management interventions for students with ...
PDF Effective Teacher Professional Learning on Classroom Behaviour
This article reports the findings from a systematic literature review aimed to identify the features and reported findings of recent teacher professional learning programs on classroom behaviour management. The result indicates that most of the effective programs were focused on training teachers on a specific strategy such as behaviour ...
Mapping the Landscape of Behavioral Theories: Systematic Literature Review
Through a cross-disciplinary literature review, this article identifies sixty-two behavioral theories from 963 search results, mapping them in a diagram of four groups (factors, strategies, learning and conditioning, and modeling), and points to five discussion points: understanding of terms, classification, guidance on the use of appropriate ...
Enhancing Effective Classroom Management in Schools: Structures for
Freeman J., Simonsen B., Briere D. E., MacSuga-Gage A. S. (2014). Pre-service teacher training in classroom management: A review of state accreditation policy and teacher preparation programs. Teacher Education and Special Education: The Journal of the Teacher Education Division of the Council for Exceptional Children, 37, 106-120.
A Literature Review of Organizational Behavior Management Interventions
ABSTRACT. We reviewed the Journal of Applied Behavior Analysis (JABA), Journal of Organizational Behavior Management (JOBM), and Behavior Analysis in Practice (BAP) from 1990 to 2016, to identify articles that evaluated organizational behavior management interventions in a human service setting. Of those articles, 75 articles met the inclusion criteria for the review, 44 from JABA (1990 to ...
PDF Improving Behaviour in Schools: Evidence Review
However, "behaviour" in the context of this review does not only refer to poor behaviour or misbehaviour, such as Cameron's (1998) classification that specified the following categories; aggressive behaviour, physically disruptive behaviour, socially disruptive behaviour, authority-challenging behaviour and self-disruptive behaviour.
Effective teacher professional learning on classroom behaviour
title = "Effective teacher professional learning on classroom behaviour management: a review of literature", abstract = "Classroom behaviour management is an essential skill for teachers, yet teachers often report being inadequately prepared for addressing student behaviour effectively. Teacher professional learning on classroom behaviour ...
A Review of the Literature on Behavior Management Interventions for
A Review of the Literature on Behavior Management Interventions for School Buses. Participant Outcomes. Attendees will: 1) identify challenges related to implementing behavior support systems on school buses, 2) identify various interventions used on school buses, 3) summarize findings and limitations of research concerning school buses, and 4 ...
Classroom Management in Primary Schools: A Review of the Literature
Self‐reported and actual use of proactive and reactive classroom management strategies and their relationship with teacher stress and student behaviour. Educational Psychology, Vol. 28, Issue. 6, p. 693.
PDF Classroom management: Creating and maintaining positive learning
This literature review first defines classroom management and provides a brief overview of classroom management research. It then describes the characteristics of effective ... Behaviour management involves establishing consistent school-wide expectations about student behaviour in and out of the classroom, and may include intensive support for ...
Review of Organizational Behavior Management: The Essentials, edited by
Conclusions. The authors' goal in editing Organizational Behavior Management: The Essentials was to represent the scope of OBM while maintaining a close tie to the research. Overall, I found that the book met these aims. Each of the chapters is well-written and the book is a well-organized introduction to OBM that provides a reasonable representation of the breadth of the field.
Behavior Management Systems in the Classroom: A Review of Literature
Back to School - Special Review; Bullying of Children; Classroom Management Series. Key Elements of Effective Classroom Management; Evidence-Based Practices for Dropout Prevention for Students with Disabilities; The Impact of TBI on Behavioral and Academic Performances: Evidence-Based Behavioral and Instructional Interventions for Students
A Review into Effective Classroom Management and ...
The object of the review of the literature surrounding the roles of teacher and student, effective classroom management strategies, and successful evidence-based teaching and learning pedagogies ...
A systematic literature review of the theory of planned behavior in
The purpose of the current paper is to review the implementations of the theory of planned behavior (TPB), as one of the most widely used social-psychological model in the literature, in terms of feasibility, testability, methodological suitability, and validity within in the framework of tourism, leisure and hospitality management (TLHM).
Organizational behaviour management in clinical laboratory: A ...
Organizational behaviour management in clinical laboratory: A literature review J Educ Health Promot. 2021 Jun 30:10:210. doi: 10.4103 ... This study was aimed to explain the role of organizational behavior management in clinical laboratories and suggest mechanisms for its implementation in these organizations.
Customer experience: a systematic literature review and consumer
Fisch C, Block J (2018) Six tips for your (systematic) literature review in business and management research. Manag Rev Q 68:103-106. Google Scholar Flavián C, Guinalíu M, Gurrea R (2006) The influence of familiarity and usability on loyalty to online journalistic services: the role of user experience.
Understanding behavior to understand behavior change: a literature review
Fulcher's taxonomy of behaviors ( cf. Wittig and Belkin 1990) starts with impulse as being the base, default behavior and then moves to routine and casuistic behaviors. Moving beyond causuistic, thoughtful behavior includes the ability to change behaviors based on skills of transfer, knowledge and attitude.
Consumer Behavior Research: A Synthesis of the Recent Literature
Inevitably, these changes lead to changed consumer behavior studies by which, when, how, and why the topics are studied. Like any other discipline, systematic analysis of the knowledge development status of consumer behavior field is critical in ensuring its future growth (Williams & Plouffe, 2007).It is of a greater importance for a field of research such as consumer behavior that, as ...