the relationship between customer engagement, satisfaction

DOI: 10.4018/IJCRMM.2019040103

International Journal of Customer Relationship Marketing and ManagementVolume 10 • Issue 2 • April-June 2019

Copyright©2019,IGIGlobal.CopyingordistributinginprintorelectronicformswithoutwrittenpermissionofIGIGlobalisprohibited.

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The Relationship Between Customer Engagement, Satisfaction, and LoyaltyHani H Al-Dmour, Princess Sumaya University for Technology, Amman, Jordan

Wasim Khalil Ali, The University of Jordan, Amman, Jordan

Rand H Al-Dmour, The Univeristy of Jordan, Amman, Jordan

ABSTRACT

Thisarticleexamineshowcustomerengagementinfluencescustomersatisfaction,experience,trust,andloyaltyinthecontextofmobilebankingaswellastheroleofcustomerexperienceandtrustasmediatingvariablesincustomerengagementwithcustomersatisfactionandcustomerloyalty.Forthesepurposes,aconceptualframeworkbasedonthecontentanalysisofthepreviousstudieswasdeveloped.Thedataforthisresearchwerecollectedfrom406customersusingmobilebankingservicesinJordan.Theresponsesareverifiedusingstructuralequationmodelling.Customerengagementpositivelyinfluencescustomertrustandexperience,whiletheimpactofcustomerengagementoncustomersatisfactionandloyaltyispartiallymediatedbycustomertrust.Thestudyfindingsmayaidfutureresearchersintheirquestinunderstandingtheinherentrelationshipsthatliebetweentheconstructs’questionsandmayprovideaplatformforbankingmanagersintheireffortstoimprovetheironlinebankingcustomerssatisfaction.

KEywoRdSCustomer Engagement, Customer Experience, Customer Trust, Loyalty, Mobile Banking, Mobile banking, Satisfaction

1. INTRodUCTIoN

Inthecurrentdynamicandinteractivebusinessenvironment,‘customerengagement’isreceivingincreasingattentionfrombothbusinesspractitionersandacademics(Brodieetal.,2011).Moreover,scholarsengagedinstudyingmarketingstrategiesandcustomerbehaviourarefocusingontheconceptofcustomerengagement.Forexample,Verhoefetal.(2010)identifycustomerengagementasaprioritytopicanddescribetheconceptascustomerbehaviouralmanifestationtowardabrandorfirmbeyondpurchase.Tothisend,Sprottetal.(2009)emphasisethatcustomerengagementplaysakeyroleinenhancingthequalityofrelationshipbetweenthebrandandconsumerswho,inturn,influencethesuccessofthebusiness.Furthermore,customerengagementisastrategicimperativeforgeneratingimprovedcorporateperformance,includingsalesgrowthandsuperiorcompetitiveadvantage(SedleyandPerks,2008).Inaddition,customerengagementhasaclear,direct,andpositiveassociationwithfirmperformance(Mittaletal.,2018).Studieshavepresentedseveralcharacteristicsofcustomerengagement. Brodie and Hollebeek (2011) highlight that engaged customers exhibit improvedempowerment, connection, emotional bonding, trust, and commitment. Enginkaya et al. (2014)describecustomerengagementintermsofthreecriticalfeatures:trust,dedication,andreputation.


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Banksseemtobemostinterestedinprovidingcustomerswithmobilebankingservicesinorderto improveservicesaswellasenhance theireffectivenessandefficiency (Alalwanetal.,2017),especiallyinJordan.Jordanianbankshavereachedanadvancedstageofusingmoderntechnologytoprovidemobilebankingservicestocustomers(Al-Hawaryetal.,2017),anditcouldbecomeanadditionalrevenuesourceforbanks(Chaoualietal.,2017).Furthermore,itisimportantforbankstoincreasecustomersatisfactionandloyaltyinmobilebanking,whichcouldbeachievedbyincreasingcustomers’trustintheservice,providinganexcellentexperience,andimplementingagoodstrategyforcustomerengagement.Whilecustomerengagementhasnotreceivedmuchattentioninthecontextofmobilebanking,thisresearchdevelopsaconceptualframeworkandempiricallyexaminescustomerengagementtoaddresssuchaspectsascustomerengagement,trust,andexperience.Thisframeworkalsoexplainstheimpactofcustomerengagementoncustomertrust,experience,satisfaction,andloyaltyinmobilebanking,inwhichtrustandexperienceareimportant.Afewstudiesexploretherelationship between customer engagement, satisfaction, and loyalty, and most survey Westerncountries.Therefore,akeycontributionofthisresearchistheevidenceitprovidesonsuchrelationshipsindevelopingcountrysetting,particularlythebankingindustry.

AccordingtoAl-Rawashdehetal.(2016),banksplayapivotalroleinaneconomy’soverallgrowthanddevelopment.Therefore,theyshouldbemanagedproperlytoensurestability,continuity,andgrowth(Orabietal.,2016).Effectivebankingmanagementrequiresadequaterevenuefromfinancialandinvestmentactivitiesandoperations(Zyadat,2016).Theserequirementsdriveastateofintensecompetitionandmotivatebankstopursuestrategiestoachievecustomerengagement,satisfaction,and loyalty.This researchexamines the relationshipbetweencustomerengagement, satisfaction,andloyaltyinthebankingindustry,focusingonmobilebankingservices.Italsoexplorestheroleofcustomerexperienceandtrustasmediatingvariablesintherelationshipbetweencustomerengagementandcustomersatisfactionandloyalty.

2. BANKING INdUSTRy IN JoRdAN

Acountry’sbankingindustryimproveseconomicstability,enhanceseconomicgrowth,andplaysacrucialroleintheeconomy.Banksareatthecoreofthemoney-creationprocessandpaymentsystems.Inaddition,bankcredit isacriticalaspect infinancing investmentandgrowth(Al-FayoumiandAbuzayed,2009).Overthepast2decades,theJordanianbankingindustryhaswitnessedconsiderabledevelopmentsthataremainlyattributabletotheCentralBankofJordan.Inadditiontosupervisoryandregulatoryroles,thelatestglobalfinancialpracticeswereexecutedtodevelopandupgradetheperformanceoftheJordanianbankingindustry.ThebankingindustryplaysakeyroleindrivingJordan’s economic growth by mobilising national savings and using them to finance productiveeconomicsectors(Almazari,2014).AkeyrealisationisthatcustomerswhohavethepowertoaffectoperationsarethebackboneoftheactivitiesandbusinessofJordan’sbankingindustry(Al-Qeedetal.,2017).

Jordan’sbanking systemwas founded in1927.TheBritishBankwas the firstbank to startoperatinginJordan,workingasafiscalagenttothegovernmentowingtotheabsenceofacentralbankduringthattime.Next,theArabBankopeneditsfirstbranchin1930withheadquartersinJerusalem,whichmovedtoAmmanin1949.TheBritishBankoftheMiddleEastwasthenextcommercialbanktostartoperationsinJordanin1949andtheJordanNationalBankwasthesecondnationalbanktobeestablishedin1956.Twoadditionalcommercialbankswereestablishedin1960,namely,theBankofJordanandtheCairoAmmanBank.ThegovernmentestablishedtheCentralBankofJordanin1964(Aladwan,2015)toregulateandsuperviseJordan’sbankingsystem(Isiketal.,2016).AccordingtotheCentralbankofJordan,attheendof2017,Jordan’sbankingindustrycomprised16localcommercialbanks,ofwhich3areIslamicbanks,5areinvestmentbanks,and9areforeigncommercialbanks,ofwhich1isaforeignIslamicbank.Alongsidetechnologicalrevolution,Jordan’sbankshavereachedanadvancedstageofapplyingmoderntechnologytoprovideonlineandmobile


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bankingservicestocustomersusingcommunicationsystemsandsophisticatedinformationnetworksintermsofinclusivenessandprotection.ThesedevelopmentsarereflectedintheperformanceofmanyJordanianbanks(Al-Hawaryetal.,2017).

3. THEoRETICAL BACKGRoUNd ANd LITERATURE REVIEw

3.1. Customer EngagementBroadly,‘engagement’isdefinedasinvolvementorcommitmenttowardsomething(CollinsDictionary,2016);however,‘customerengagement’isparticipationinfirms’offeringsandactivities;itisnotlimitedtocustomers’behaviourbutextendstotheiremotionalandcognitivestates(Viveketal.,2012).Enginkayaetal.(2014)describecustomerengagementasanemotionalconnectionbetweenabusinessanditscustomerswithafocusontheinteractionsbetweencustomersandcustomers’value.Earlycustomerengagementisthepracticeofallowing‘friendly’customerstoassessaproductbeforeintroducingitinthemarket(Bottini,1999).Firmscanusebothnon-digitalanddigitalplatformstofacilitatecustomerengagement(Singhetal.,2010).Theconceptofcustomerengagementhasbeenextendedtothedigitalenvironmentwiththeproliferationofadvancedinternettechnologies(Enginkayaetal.,2014).Thus,theinternethasincreasedcustomerinteractivity(Sawhneyetal.,2005).Tothiseffect,MollenandWilson(2010)defineonlineengagementasthecognitiveandaffectivecommitmenttoabrandrelationshipthroughwebsitesorothercomputer-mediatedentitiesdesignedtodemonstratebrandvalue.Cheungetal.(2011)describecustomerengagementasthelevelofacustomer’sphysical,cognitive,andemotionalpresenceonagivenonlinesocialmediaplatform.

Customerengagementhasvariouspurposes,suchascustomercare,after-salesservices,pre-testsforresearchanddevelopment,productionandqualitymanagement,andmarketingandcommunication(Singhetal.,2010).AccordingtoDoometal.(2010),customerengagementencompassesword-of-mouth(WOM)activities,recommendations,helpingothercustomers,andengaginginbloggingandwritingreviews.Existingliteratureproposesseveraldimensionsofcustomerengagement.Forinstance,Bottini(1999)citesbehaviour,emotions,andcognitionasthreekeydimensions.Doorn(2010) reports the following five dimensions: valence, modality, scope, nature of impact, andcustomertargets.Enginkayaetal.(2014)explaincustomerengagementintermsoftrust,dedication,andreputation.Comparingdimensionsofengagement,Zainoletal.(2016)indicatethatbehaviouraldriversaremoreimportantinengagingcustomersthanemotionalandcognitiveaspectsare.Sashi(2012)conceptualisescustomerengagementasamatrixbasedonrelationalexchangeandemotionalbondsthatcharacterisecustomer–sellerrelationships.

3.2. Customer TrustInthecontextofmobileplatforms,customertrustisacriticalfactorforthesuccessofthefinancialsector(YousufandWahab2017),giventherisksassociatedwiththeopennatureofwirelessnetworks(Nilashietal.,2015).Trustreflectsthewillingnesstobevulnerabletotheactionsofanotherpartybasedontheexpectationthattheotherparty’sbehaviourwillbepositive(Mayeretal.,1995).Trustbecomesfutileintheabsenceofvulnerability(Ribbinketal.,2004).AccordingtoDiryanaetal.(2017),customertrustistheexpectationthattheotherpartycanbetrustedorreliedontofulfilpromises,therebydemonstratingtheotherparty’scapability,worthiness,andintegrity.Inthecontextofmobilebanking,customertrustisthewillingnesstousemobilebankingtoperformfinancialtransactionsbecauseitisbasedonconsumers’positiveexpectationsandsufficientknowledgeaboutthebankanditsstaff(Jager,2017).

3.3. Customer ExperienceOfferingproductsorservicesaloneisnolongersufficienttoprovidesatisfactoryexperiences;thus,firmsareworkingtowardfacilitatingcustomerexperiences(Berryetal.,2002).Acustomerexperience


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isaninteraction(orseriesofinteractions)betweenaconsumer,product,company,oritsrepresentativethatleadstoareaction.Itisaformofevaluation,whichcomparescustomers’expectationswiththestimuligeneratedfrominteractionswiththecompanyanditsofferingsduringvariousmomentsofcontact(LaSalleandBritton,2002).Customerexperienceisanevolutionofthecompany–customerrelationship (Gentileet al.,2007).MeyerandSchwager (2007)describecustomerexperienceasaninternalandsubjectiveresponseofcustomerstoanydirectorindirectcontactwithacompany.Customersinitiatedirectcontactduringproductpurchaseorserviceuse.Indirectcommunicationinvolvesunplannedencounterswithcompanyrepresentativesforproducts,services,orbrandsandtakestheformofrecommendationsorcommentsthroughWOM,advertising,newsreports,andreviews.AccordingtoVerhoefetal.(2009),customerexperienceincludestheentireprocessfromsearch,purchase,andconsumptiontoafter-salesandinvolvesmultipleretailchannels.Gentileetal.(2007)suggestthatcustomerexperienceplaysanimportantroleindeterminingacompany’ssuccessandhighlightssixdimensions:sensorial,emotional,cognitive,pragmatic,lifestyle,andrelational.Roseetal.(2011)identifyfourkeydifferencesbetweenonlineandofflinecustomerexperiences:levelofpersonalcontact,informationprovided,timeofservice,andbrandpresentation.Thepresentresearchdefinescustomerexperienceasagenericexperiencewithvariousmobileservices,includingshortmessagingservice,mobilebroadcasting,mobilegaming,mobilelearning,andmobileshopping,andnotasaspecificmobileservice(ChungandKwon,2009).

3.4. Customer SatisfactionOrganisationsstrivetowidentheirconsumerbaseandretaintheminthelongterm.Satisfiedcustomersbecomeloyalandgeneratelifetimerevenueforbusinessorganisations(KhanandHaseeb,2015).Schiffmanetal.(2010)andKotlerandKeller(2016)definecustomersatisfactionasconsumers’judgmentoftheperceivedperformanceofaproductorserviceinlinewiththeirexpectations.KotlerandKeller(2016)identifythreepsychologicalstatesofcustomers:unsatisfied,satisfied,anddelighted.Unsatisfied customers’ level of perceivedperformance falls below their expectations,while thatofsatisfiedcustomersmeetstheirexpectations,andexceedsexpectationsinthecaseofdelightedconsumers.Oliver(2014)considerscustomersatisfactionasafulfilmentresponseandjudgmentofaproductorservicespecificationaswellasthelevelofpleasureacquiredfromconsumption-relatedfulfilment.

Customersatisfactionplaysacentralroleinbothmicro-andmacroeconomics.Atthemacrolevel,increasedcustomersatisfactiondrivesanupwarddemandcurveandcontributestowardeconomicgrowththroughheightenedconsumerspending(Fornelletal.,2010a).Atthemicrolevel,afirmis rewarded with earnings and revenue growth, and through an equivalent demand mechanism,shareholdersreapreturnsbyinvestinginfirmsthatproviderobustcustomersatisfaction(Fornelletal.,2016b).NavickasandNavikaite(2014)highlightthreeconditionsforcustomersatisfaction:(i)satisfactionshouldbetreatedasthefinalgoal,(ii)satisfactionshouldbeconsideredaninvestment,and(iii)everymemberoftheorganisationshouldbeinvolved.Customerscanbecategorisedbasedontheirlevelofsatisfaction.First,fullysatisfiedcustomersareloyalandcontinuetopurchasethesamebrand.Second,whencustomers’experiencesexceedtheirexpectations,theygeneratepositiveWOMaboutthefirm.Third,customersare‘defectors’whentheyareneutralormerelysatisfiedandarelikelytodiscontinuetheirdealingswiththecompany.Fourth,customerswhohavehadnegativeexperiencesspreadnegativeWOM.Fifth,customersare‘hostages’, thatis, theyareunhappybutcontinuetopurchasefromthecompanyowingtomonopolisticconditionsorlowprices,eventhoughitisdifficultandcostlytodealwith.Finally,customerswhoare‘mercenaries’arenotloyaltothecompany(Schinffmanetal.,2010).Broadly,customersatisfactionrelatestothreemaindecisions:tostaywiththeexistingserviceprovider,engageinWOMcommunication,orswitchtoanotherserviceprovider(Athanassopoulosetal.,2001).

Theconceptofcustomersatisfactionhasbeenwidelyappliedtoevaluationsofbothinternalandexternalbusinessperformance.Internally,customersatisfactionisusedtomonitorperformance,


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allocateresources,andcompensateemployees.Externally,customersatisfactionprovidesinformationtoawiderangeofinterestgroups,includingcustomers,competitors,investors,andpublicpolicymakers(Anderson,1994).AccordingtoMittaletal.(2017),customersatisfactioninfluencesbehaviouralobjectives,suchasrepurchase,intenttorecommend,andpositiveWOM,butalsoshort-andlong-termfinancialoutcomes,suchassalesrevenue.Thebankingindustryisaprominentcomponentoftheservicesector.Bankscontinuallyexplorewaystosatisfytheircustomersandprovidethemwithbetterservices(Mandal,2016).Giventhecurrentcompetitiveenvironment,bankstrategiesshouldfocusontheroleofcustomersatisfactionindeterminingacompetitiveposition.Inthecontextofonlinebanking,accordingtoAhmadandAl-Zu’bi(2011),customersatisfactioncanbeachievedbyimprovingcontent,timeliness,andproductsorservices.Moreover,developmentofproductsandservicesisakeyfactorthatdrivessatisfactionininternetbanking.ShaikhandKarjaluoto(2016)arguethattheuseofmobilebankingservicesispositivelylinkedwiththeoverallsatisfactionderivedfrombankingservices.Thakur(2014)showsthatthesatisfactionderivedfrommobilebanking,basedonpreviousinteractions,hasapositiveimpactoncustomerloyalty.Inaddition,mobileinterfaceusabilityandserviceshaveapositiveeffectoncustomersatisfaction;inthecontextofmobilebanking,customersatisfactionisinfluencedbyutility,usability,relativebenefits,levelofrisk,andlifestyle(KahandawaandWijayanayake,2014).Thakur(2014)highlightsthatsatisfactionwithmobilebankingbasedonpreviousinteractionshaveapositiveeffectoncustomerloyalty.

3.5. Customer LoyaltyCustomerloyaltyisanessentialconceptasithelpstobuildlong-term,beneficialrelationshipswithcustomers. Scholars deem customer loyalty a competitive weapon for organisations (Aboul-Ela,2015).Oliver(1999)statesthatcustomerloyaltyisadeeplyheldcommitmenttore-purchasepreferredproductsorservicesconsistentlyinthefuture,despitesituationalinfluencesandeffortstomotivateswitchingbehaviour.Customerloyaltyisconsideredacoreaspectintherelationshipbetweencustomerattitudeandrepeatpatronage(DickandBasu,1994).Kimetal.(2004)definecustomerloyaltyasacombinationofcustomers’favourableattitudestowardservicesandre-purchaseintentions.Inthecontextofmobilecommerce,customerloyaltyisdefinedasconsumers’favourableattitudestowardaserviceprovideraswellastheircommitmenttorepurchaseandrecommendproductsandservicestoothers(LeeandWong,2016).

Oliver(1999)presentsafour-stageframeworkofcustomer:cognitive,affective,conative,andactionloyalty.Inthefirstphase,customerloyaltyisdeterminedthroughinformationonofferings,suchaspriceandquality.Itisconsideredtheweakesttypeofloyalty,asitisbasedoncostandthebenefitsderivedfromanofferingandnotthebranditself.Therefore,inthiscase,consumersarelikelytoshifttoalternativeofferings.UmaevandHanaysha(2012)suggestthatcognitiveloyaltyislargelyinfluencedbyacustomer’sevaluativeresponsetoanexperience,inparticular,totheperceivedperformanceofanofferingrelativetopriceorvalue.Affectiveloyalty,whichisthesecondstageofcustomerloyalty,isafavourableattitudetowardaspecificbrandorproduct.Thethirdstageisconativeloyalty,inwhichattitudinalloyaltymustbefollowedbytheintenttoact,namely,repurchaseofaparticularbrand.Finally,actionloyaltydenotesthereadinesstoactandnotallcompetitiveofferingsareconsideredalternativesinthisstage.Rowley(2005)proposesfourtypesofloyalcustomers:captive,convenienceseekers,content,andcommitted.Committedcustomersarepositiveinbothattitudeandbehaviour,whilecontentcustomersareloyalandhaveapositiveattitudetowardthebrand,butareinertialintheirbehaviour.Bycontrast,convenienceseekersexpressloyaltyinbehaviourandnotinattitude,andcaptivecustomerspurchasebecausetheyhavenootherperceivedchoice.Theabovediscussionclearlyhighlightsthecomplexityofcustomerloyalty.

Kandampully and Suhartanto (2004) cite two dimensions of customer loyalty: behaviouralandattitudinal.Theformer refers toacustomer’sbehaviour regardingrepeateduseofaspecificservice(BowenandShoemaker,1998).Specifically,thebehaviouraldimensionisexpressedastheintent tomake repeat purchasesof services among suchvariables as commitment to repurchase


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orrecommend(WongandSohal,2003).Ontheotherhand,theattitudinaldimensionrepresentsacustomer’srepurchaseintentionandrecommendationofafirm’sproductsorservicestoothers(GettyandThompson,1994).Animportantfactorincustomerloyaltyissatisfaction(RauyruenandMiller,2007).GremlerandGwinner(2000)demonstrateapositivecorrelationbetweenoverallsatisfactionandloyaltyintention.AndersonandSrinivasan(2003)investigatetheimpactofsatisfactiononloyaltyinthecontextofelectroniccommerceandfindthatalthoughsatisfactionimpactsloyalty,enhancingcustomerloyaltyhelpstoreducemarketingcostsandincreasesprofits(BowenandChen,2001).Basedonastudyofe-services,LuarnandLin(2003)findthatcustomersatisfactionandtrustarecriticaldeterminantsofpurchaseloyalty.LinandWang(2006)indicatethatcustomersatisfactionplaysan intervening role in the relationshipbetweencustomer trust and loyalty (LinandWang,2006).Reichheldetal.(2000)showtherelationshipbetweencustomerloyaltyandorganisationalprofitability,thatis,loyalcustomerspavethewayforhigherprofits.Thisresultispossiblybecauseloyalcustomershaveadeeperunderstandingofthemistakesmerchantsmake,arelesssensitivetoprices,andrecommendtheproductstoothers.

3.6. Mobile BankingThe adoption rate of advanced mobile technologies in business has grown remarkably over thepastseveralyearsandhaschangedhowcustomersandserviceprovidersengageduringtheservicedeliveryprocess;thebankingindustryisnoexception(JunandPalacios,2016).Mobilebankingisanewandadvancedtechnologythatprovideselectronicbankingservices(Alsamydaietal.,2014).Itisanapplicationinthemobilefinancialservicessectorthatintegrateselectronicmoneyandmobilecommunication services through multi-industry and multi-platform cooperation between mobiletelecommunicationscarriersandbankinginstitutions(Sunetal.,2017).Mobilebankinghasgainedpopularitybecausecustomersarepressedfortimeandseekconvenientchannels.Mobilebankingisaneffectivesolutionthatcanbeaccessedirrespectiveoftimeandlocation(Thakur,2013),highlightingthecustomers’abilitytotakeimmediateactionandsavetimeduringserviceconsumption(LaukkanenandTommi,2007).

AccordingtoaMobileFinancialServices(2014)report,mobilebankingplaysacriticalroleinconnectingmobilephoneswithpersonnelorbusinessbankaccounts,ascustomersusetheirmobilephonesasanalternatechanneltoaccessbankingservices,suchasdeposits,withdrawals,accounttransfers,billpayments,andbalanceinquiries,therebyprovidinganewdeliverychanneltoexistingbankcustomers.Mobilebankingservicesalsohelpbankstoprovidebetterservicesbyusingmorefriendlyandcost-effectivechannels,therebyenhancingcustomersatisfactionandloyalty(Alalwanet al., 2015). Such factors as unrestricted location use, efficiency (Laukkanen, 2007), perceivedusefulness,easeofuse,credibility,amountofinformation,andnormativepressureinfluencetheuseofmobilebankingservices(Aminetal.,2008).

AccordingtoaGSMAreport(2015),mobiletechnologyhasgrownrapidlyinJordaninrecentyears.In2015,70%ofJordan’spopulationhadatleastonemobilesubscriptionandmorethanabout2millionpeoplehadmobileinternetaccess.Thedemandformobilebroadbandisexpectedtoincreaseby2020,withestimatesprojectedatanadditional570,00F0connections,including390,0003Gand4Gconnections,withanadditional5%oftimeuse.During2015–2020,newmobileconnectionsareexpectedtoreach3million.BasedonaWordBankFinancialInclusionstudyreport(WorldBank,2014),Jordanhas4.3millionadults,ofwhichonly25%(1million)arebankingcustomers,andonly5%ofbankingcustomershaveaccesstomobilebanking(50,000).Notably,mobilebankingservicesinJordanareconsiderablylow.

4. THE STUdy’S CoNCEPTUAL FRAMEwoRK

This studyhasadoptedaconceptualmodeldevelopedbyKhanet al. (2016) todemonstrate therelationshipbetweencustomerengagementandcustomertrust,experience,loyalty,andsatisfaction.


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Assumingthatcustomertrustandexperiencearecontingentonthelevelofcustomerengagement,thisresearchaccountsforthemediatingroleofcustomertrustandexperienceintherelationshipbetweencustomerengagement,customersatisfaction,andloyalty(seeFigure1)inthecontextofmobilebanking.

In the context of mobile banking, customer engagement is conceptualised as a customer’spositivelyvalencedbrand-relatedcognitive,emotional,andbehaviouralactivity(Hollebeeketal.,2014).AccordingtoHollebeeketal.(2014,p.34),thethreekeydimensionsofcustomerengagementareasfollows.

• Cognitiveprocessingisdefinedasacustomer’slevelofbrand-relatedthoughtprocessingandelaborationinaparticularcustomerinteraction.

• Affectionreferstoacustomer’sdegreeofpositivebrand-relatedaffectinaparticularconsumer/brandinteraction.Thisresearchselects‘affection’,ratherthanthemoreneutrallyvalenced‘affect’,basedonthepositivelyvalencednatureunderlyingcustomerengagement.

• Activation isdefinedasacustomer’s levelofenergy,effort,and timespentonabrand inaparticularcustomer/brandinteraction.

InlinewithSchiffmanetal.(2010),thisresearchdefinescustomersatisfactionasanindividual’sperception of the performance of mobile banking services in relation to his or her expectationsof related services.AdoptingLeeet al. (2016)definition, customer loyalty (dependentvariable)referstoanindividual’smind-setwithafavourableattituderegardingmobilebankingservicesandcommitment towardreusing theservicesandrecommending themtoothers.Customer trustasamediatingvariable)referstoconsumers’setofdistinctbeliefsconsistingofintegrity,benevolence,ability, andageneralbelief that anotherparty couldbe trusted.Thisdefinition isbasedon that

Figure 1. Conceptual model of customer engagement in mobile banking


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proposedbyGefenetal.(2003)fortheonlinecontext.Finally,asinLaSalleandBritton(2002),customerexperienceisdefinedasaninteractionbetweenacustomerandmobilebankingservicesthatleadstoreactionsandevaluationsbasedonthecomparisonsbetweenacustomer’sexpectationsandtheresultsoftheinteractions.

5. RESEARCH HyPoTHESES

Baseduponthestudy’sconceptualframework,thestudyhypothesesareformulatedandproposedassummarizedasbelow:

H1:Customerengagementandsatisfactionaresignificantlyrelated.H2:Customerengagementandloyaltyaresignificantlyrelated.H3:Customersatisfactionandloyaltyaresignificantlyrelated.H4:Customerengagementandtrustaresignificantlyrelated.H5:Customertrustandsatisfactionaresignificantlyrelated.H6:Customertrustandloyaltyaresignificantlyrelated.H7:Customerengagementandexperiencearesignificantlyrelated.H8:Customerexperiencesandsatisfactionaresignificantlyrelated.H9:Customerexperienceandloyaltyaresignificantlyrelated.H10:Customertrustmediatestherelationshipbetweencustomerengagementandsatisfaction.H11:Customertrustmediatestherelationshipbetweencustomerengagementandcustomerloyalty.H12:Customerexperiencesmediatetherelationshipbetweencustomerengagementandsatisfaction.H13:Customerexperiencesmediatetherelationshipbetweencustomerengagementandloyalty.

6. RESEARCH METHodoLoGy

Giventheexplanatorynatureofthisresearch,surveyquestionnaireswereconsideredavalidapproach.Thus,aquestionnairewasdevelopedinlinewiththeproposedresearchmodelandextensiveliteraturebackground.The surveywas translated intoArabicusingback translationand includednominal(gender)andordinal(i.e.ageandeducationalattainment)scales.Afive-pointLikertscalewasusedtodeterminethedifferencebetweenthevariouslevels.Thetargetstudypopulationcomprisescustomersfromvarious internationalanddomesticbanks inJordan. Inparticular,datawerecollectedfromcustomerswhousemobilebankingservices.Toselectthesamplepopulation,aconvenientsamplingtechnique(non-probabilitysamplingwasapplied.Thistechniqueisconsideredlesstime-consumingandmoreexpensivethantheothermethods(SekaranandBougie,2013).Usingtheconveniencesampling method, an online, self-administered questionnaire survey was administered to mobilebankingcustomers.Toselecttherespondents,thecriteriaappliedinParasuramanetal.(2005)wereused,whererespondentsshould(i)haveatleastoneregisteredonlinebankaccount,(ii)haveatleast12months’experienceusingmobilebankingservices,and(iii)makeatleastonetransactionpermonth.Bankingservicesincludesavingsaccounts,loans,mortgages,creditcards,andbillpayment.Toinvitethesurveyrespondents,alinktoasamplewassentto25bankcustomersinJordan.

BasedontheWordBankFinancialInclusionreport(WorldBank,2014),theresearchpopulationcomprises 50,000 customers who use mobile banking services in Jordan. According to SekaranandBougie(2013), theappropriatesamplesize is381.However, toguaranteeahigherresponseandmorerepresentableresults,500questionnaireswereadministeredand500weredistributedinArabic.Eachsurveywasaccompaniedbyacoveringletterexplainingthepurposeoftheresearch,ensuringconfidentialityofresponses,anddirectingparticipantsinrespondingtothequestionnaire.Thequestionnairewaspersonallydistributedandcollectedwithin3months.Theresearchermanaged


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tocollect450questionnaires,resultinginaresponserateof90%,ofwhich44questionnaireswereinvalid.Thus,406questionnaireswereconsideredvalidforanalysis,implyingausagerateof81%.

7. SCALE oF MEASUREMENT

Thequestionnaire,includingindependent,dependent,andmediatingvariables,wascompiledfocusingonfivevariables:customerengagement,satisfaction,loyalty,experience,andtrust.Thefollowingsub-sectionsdescribethefiveconstructmeasures.

7.1. Independent VariableCustomerengagement:Thisresearchadaptsa10-itemscaledevelopedbyHollebeeketal.(2014)inthecontextofcustomerengagementonanonlinesocialmediaplatformandusedbyKhanetal.(2016)toexploretheonlinebankingplatform.Thescalecomprisesthreesub-dimensions:cognitiveprocessing (three items), affection (three items), and activation (four items). Responses to eachstatementwereona5-pointLikertscale(1=stronglydisagreeto5=stronglyagree).Ahighervaluedenotesgreatercustomerengagement.Thefollowingitemswereincludedforcognitiveprocessing:‘Whenusingmybank’smobilebankingservice,Itendtothinkaboutthebankitself’;‘Igivemybankalotofthoughtwhenusingitsmobilebankingservices’;and‘Usingmybank’smobilebankingservicesstimulatesmyinteresttolearnmoreaboutthebank’..Affectionincludedthefollowingitems:‘Ifeelverypositivewhenusingmybank’smobilebankingservices’;‘Ifeelhappyusingmybank’smobilebankingservices’;‘IfeelgoodwhenIusemybank’smobilebankingservices’;and‘Ifeelproudtousemybank’smobilebankingservices’.Asforactivation,theitemswere‘Itendtousemybank’smobilebankingservicesalotmorethanthoseofotherbanks’;‘Whenusingmobilebankingservices,Itendtousethoseofmybank’;and‘Thisisoneofthebank’smobilebankingservicesIgenerallyuse’.

7.2. Mediating VariablesCustomertrust:Inthecontextofmobilebanking,customertrustismeasuredusingafive-itemscaleadoptedfromLeeandChung(2009).Theresponsesarebasedona5-pointLikertscale,where‘1=stronglydisagree’and‘5=stronglyagree’.Ahighvaluedenoteshighercustomertrust.Theitemsforcustomertrustinclude‘Mobilebankingkeepsitspromises’,‘Mobilebankingservicesmeetmyneeds’,‘Mobilebankingistrustworthy’,‘Ithinkmobilebankingisconcernedwiththepresentandfutureinterestsofusers’,and‘Overall,Itrustmobilebanking’.

Customerexperience.Inthecontextofmobilebanking,customerexperienceismeasuredusingafour-itemscaleadaptedfromMorgan-ThomasandVeloutsou(2013).Theresponsesarebasedona5-pointLikertscale,where‘1=stronglydisagree’and‘5=stronglyagree’.Thehigherthevalue,morepositiveiscustomerexperience.Theitemsinclude‘Thelayoutofmymobilebankingappisappealing’;‘Mobilebankingiseasiertonavigate’;‘Mobilebankingcanbepersonalisedtomyneeds’;and‘Ialwaysreceiveaccurateinformation’.

7.3. dependent VariablesCustomer satisfaction is constructed using three items: ‘Overall, I am satisfied with the mobilebankingservicesprovidedbymybank’(Fornell,1992);‘Beingacustomerofthisbankandusingitsmobilebankingservicehasbeenagoodchoiceforme’(Oliver,1980);and‘Thismobilebankingservicehasliveduptomyexpectations’(Fornell,1992).Theresponsesforeachstatementarebasedona5-pointLikertscale,where‘1=stronglydisagree’and‘5=stronglyagree’.Agreatervalueindicateshighercustomersatisfaction.Customerloyalty:ThescaleforcustomerloyaltywasadoptedfromCasaloetal.(2008),whousetwoitemstomeasurecustomerloyaltyinthecontextofonlinebanking:‘Iintendtocontinueusingthemobilebankingservices’;and‘Givenmyexperience,Iamhighlylikelytocontinueusingthemobilebankingserviceoverthenextfewmonths’.Thisresearch


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includedathirditemfrom(NysveenandPedersen,2014):‘Iintendtorecommendthisbanktoothers.’Theresponseswerebasedona5-pointLikertscale,where‘1=stronglydisagree’and‘5=stronglyagree’.Thehigherthevalue,thegreateriscustomerloyalty.

8. dATA ANALySIS ANd RESULTS

8.1. ValidityThis research employs two types of validity tests: face and construct validity. For face validity,questionnairecontent(i.e.constructsandmeasures)wasselectedbasedonpreviousstudies.Customerengagementinmobilebankingwasmeasuredusing10itemsfromHollebeeketal.(2014);customersatisfactionwasmeasuredusing2itemsfromFornell(1992)and1itemfromOliver(1980);loyaltywasestimatedusing2itemsfromCasaloetal.(2008)and1fromNysveenandPedersen(2014);customertrustwasmeasuredusing5itemsfromLeeandChung(2009);andcustomerexperiencewasestimatedusing4itemsfromMorgan-ThomasandVeloutsou(2013).Alltheselectedmeasuresweremodified to fit thecontextof Jordanbasedon the resultsobtainedfrompilot researchandfeedbackfromfourmembersoftheFacultyofBusinessatJordanUniversityandfiveprofessionalstaffworkinginthebankingindustry.Toevaluateconstructvalidity,EFAandCFAwereconductedtotestforthegoodness-of-fitoftheresultsoftheseresearchhypotheses.ThefollowingvariableswereincludedintheEFA:customerengagement,satisfaction,loyalty,trust,andexperiences.Table1presentstheEFAresultsfortheresearchmeasurementitems.Table1showstheapparentvalidityofalltheitemsloadedononefactor;thevaluesaregreaterthan0.5,indicatingthatthequestionsforcustomerengagementaccuratelycorrelatetotheirlatentvariable.

.Inaddition,theeigenvalueis4.410(i.e.>1);therefore,allthefactorsareresponsibleforvarianceinthedata.TheKMOvalueof0.6issignificantandacceptable(0.860,p≤0.05).ThevalueforBartlett’stestofsphericityissignificantatlessthanthe0.05significancelevel(p=0.000),suggestinghomogeneityamongthevariables.Table1showstheapparentvalidityforalltheitemsloadedononefactor;thevaluesaregreaterthan0.5,indicatingthatthequestionsforcustomersatisfactioncorrelateto their latentvariable.Aneigenvalueof2.169 (i.e.>1) suggests that all the factors are largelyresponsibleforvarianceinthedata.TheKMOvalueof0.6issignificantandacceptable(0.702,p≤0.05).ThevalueforBartlett’stestofsphericityissignificantatlessthanthe0.05level(p=0.000),indicatinghomogeneityamongthevariables.

TheEFAresultsforcustomerloyaltydemonstratestrongvalidityforalltheitemsloadedononefactorwithvaluesgreaterthan0.5,suggestingthatthequestionsforcustomerloyaltyarerelatedtotheirlatentvariable.Theeigenvalueis2.321(i.e.>1),indicatingthatallthefactorsareresponsibleforthevarianceinthedata.TheKMOvalueof0.6isacceptableandsignificant(0.724,p≤0.05).Inaddition,thevalueforBartlett’stestofsphericityissignificant(p=0.00),indicatinghomogeneityamongthevariables.TheEFAresultsforcustomertrustindicateclearvalidityforalltheitemsloadedononefactorwithvaluesgreaterthan0.5.Thisresultsuggeststhatthequestionsforcustomertrustarecloselyrelatedtotheirlatentvariable.Aneigenvalueof3.17(i.e.>1)highlightsthatallthefactorsareresponsibleforvarianceinthedata.TheKMOvalue,whichisgreaterthan0.6,issignificant(0.848,p≤0.05).Finally,thevalueforBartlett’stestofsphericityissignificant(p=0.000)andthevariablesarehomogeneous.

Theresultssuggestclearvalidityforalltheitemsloadedononefactorwithvaluesgreaterthan0.5,indicatingthatthequestionsforcustomerexperiencearehighlyassociatedwiththeirlatentvariable.Table9showsaneigenvalueof2.284(i.e.>1); thus,all the factorsare responsible forvarianceinthedata.TheKMOvalueisgreaterthan0.6andsignificant(0.707,p≤0.05).Bartlett’stestofsphericityprovidesasignificantvalue(p=0.000),denotinghomogeneityamongthevariables.TheEFAresultshighlightthatthesurveyhasgoodconstructvalidity.Next,CFAisperformedtoconfirm


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theseresults.Customerengagement,satisfaction,loyalty,trust,andexperienceareconsideredlatentvariables.TheresearchdevelopsamodelandperformsCFAtotesttheoverallconstructgoodness.

Table2presentsthemodelfitindices:chi2(χ2)=75.163andissignificant(p=0.000)atlessthan5%(α≤0.05),indicatingthatthevariablesintheconstructarerelated.Theleastdiscrepancyvalue(CMIN/DF=2.349)rangesbetween1and5,suggestingagoodlevelofhomogeneity.Furthermore,

Table 1. EFA results for research measurement items

Construct and measurement item Factor loadings

Engagement (Eigenvalue=4.410,KMO=0.860,Bartlett’stestofsphericity=1857.471,Significance=0.000)

Q1 Whenusingmybank’smobilebankingservice,Itendtothinkaboutthebankitself 0.850

Q2 Igivemybankalotofthoughtwhenusingitsmobilebankingservices 0.904

Q3 Usingmybank’smobilebankingservicesstimulatesmyinteresttolearnmoreaboutthebank 0.814

Q4 Ifeelhappyusingmybank’smobilebankingservices 0.840

Q5 Ifeelpositiveaboutusingmybank’smobilebankingservices 0.881

Q6 Ifeelgoodwhenusingmybank’smobilebankingservices 0.883

Q7 Ifeelproudwhenusingmybank’smobilebankingservices 0.818

Q8 Itendtousemybank’smobilebankingservicesalotmorethanthoseofotherbanks 0.76

Q9 Whenusingmobilebankingservices,Itendtousethoseofmybank 0.843

Q10 Thisisoneofthebank’smobilebankingservicesIgenerallyuse 0.826

Satisfaction (Eigenvalue=2.169,KMO=0.702,Bartlett’stestofsphericity=407.714,Significance=0.000)

Q11 Thismobilebankingservicehasliveduptomyexpectations 0.858

Q12 Beingacustomerofthisbankandusingitsmobilebankingservicehasbeenagoodchoiceforme 0.816

Q13 Overall,Iamsatisfiedwiththemobilebankingserviceprovidedbymybank 0.875

Loyalty (Eigenvalue=2.321,KMO=0.724,Bartlett’stestofsphericity=540.752,Significance=0.000)

Q14 Iintendtocontinueusingthemobilebankingservices 0.901

Q15 Givenmyexperience,Iamhighlylikelytocontinueusingthemobilebankingserviceoverthenextmonths 0.874

Q16 Iintendtorecommendthebanktoothers 0.863

Trust (Eigenvalue=3.17,KMO=0.848,Bartlett’stestofsphericity=830.366,Significance=0.000)

Q17 Mobilebankingserviceskeeppromises 0.766

Q18 Mobilebankingservicesmeetmyneeds 0.801

Q19 Mobilebankingistrustworthy 0.834

Q20 Ithinkmobilebankingisconcernedwiththepresentandfutureinterestsofusers 0.785

Q21 Overall,Itrustmobilebanking 0.794

Experience (Eigenvalue=2.284,KMO=0.707,Bartlett’stestofsphericity=410.595,Significance=0.000)

Q22 Themobilebankingserviceslayoutisappealing 0.797

Q23 Mobilebankingservicesareeasytonavigate 0.857

Q24 Themobilebankingsetupcanbepersonalisedtomyneeds 0.683

Q25 Ialwaysreceiveaccurateinformation 0.67


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thevaluesforGFI(0.964),CFI(0.976),andNFI(0.96)aregreaterthan0.9andlessthan1,indicatingthathomogeneityandqualityofmodelhomogeneityaregood.TheRMSEAvalueis0.058,whichislessthan0.1,demonstratingthemodel’sgoodqualityoffit.Table5showsthatallstandardisedregression weights are greater than 0.4. These results confirm the EFA result, highlight gooddiscriminantandconstructconvergentvalidity,andindicatethatthequestions(factors)belongtotheirvariables(customerengagement).

Table3presentsthemodelfitindices:chi2(χ2)=24.561andissignificant(p=0.000)atlessthan5%(α≤0.05),indicatingthatthevariablesintheconstructarerelated.Theleastdiscrepancyvalue(CMIN/DF=3.070)rangesbetween1and5,suggestinggoodhomogeneity.ThevaluesforGFI (0.981), CFI (0.985), and NFI (0.978) are greater than 0.9 and less than 1, denoting goodhomogeneityandqualityofmodelhomogeneity.TheRMSEAvalueis0.071,whichislessthan0.1,anddemonstratesthemodel’sgoodqualityoffit.Table7showsthatallthestandardisedregressionweightsaregreater than0.4.TheseresultsconfirmtheEFAresults,highlightgooddiscriminantandconstructconvergentvalidity,andshowthatthequestions(factors)arecloselyrelatedtotheirvariables(i.e.customersatisfactionandloyalty).

Table4presentsthemodelfitindices:chi2(χ2)=27.891,indicatingsignificance(p=0.000)atlessthan5%(α≤0.05)andastrongrelationshipamongtheconstructvariables.Theleastdiscrepancyvalue (CMIN/DF=4.649) rangesbetween1 and5, indicating ahigh level ofhomogeneity.The

Table 2. Model fit indices and standardised regression weight for customer engagement

Standardised regression weight Fit indices Values

Q3 <--- F1 0.692 χ2 75.163

Q2 <--- F1 0.892 Significance 0.000

Q1 <--- F1 0.758 DF 32

Q7 <--- F2 0.746 CMIN/DF 2.349

Q6 <--- F2 0.847 GFI 0.964

Q5 <--- F2 0.844 CFI 0.976

Q4 <--- F2 0.775 NFI 0.96

Q10 <--- F3 0.716 RMSEA 0.058

Q9 <--- F3 0.776

Q8 <--- F3 0.607

Table 3. Model fit indices and standardised regression weight for customer satisfaction and loyalty


Q13 <--- F1 0.844 χ2 24.561

Q12 <--- F1 0.706 Significance 0.002

Q11 <--- F1 0.747 DF 8

Q16 <--- F2 0.776 CMIN/DF 3.070

Q15 <--- F2 0.792 GFI 0.981

Q14 <--- F2 0.872 CFI 0.985

NFI 0.978

RMSEA 0.071


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valuesforGFI(0.972),CFI(0.972),andNFI(0.967)aregreaterthan0.9andlessthan1;thus,thehomogeneityandqualityofmodelhomogeneityareconsideredverygood.TheRMSEAvalueis0.071,whichislessthan0.1,indicatingthatthemodelhasgoodqualityoffit.Table9showsthatallstandardisedregressionweightsaregreaterthan0.4.TheseresultsconfirmtheEFAresult,highlightgooddiscriminantandconstructconvergentvalidity,andshowthatthequestions(factors)belongtotheirvariables(customertrust).

Table5presentsthemodelfitindices:chi2(χ2)=8.5andissignificant(p=0.000)atlessthan5%(α≤0.05);inotherwords,thereisastrongrelationshipamongtheconstruct’svariables.Theleastdiscrepancyvalue(CMIN/DF=4.250)rangesbetween1and5,suggestingahighlevelofhomogeneity.Furthermore,thevaluesforGFI(0.97),CFI,(0.984),andNFI(0.979)aregreaterthan0.9andlessthan1,suggestingverygoodhomogeneityandqualityofmodelhomogeneity.TheRMSEAvalueis0.089,whichislessthan0.1,demonstratingthatthemodelhasgoodqualityoffit.Table6showsthatallstandardisedregressionweightsaregreaterthan0.4.TheseresultsconfirmtheEFAresult,indicategooddiscriminantandconstructconvergentvalidity,andindicatethatthequestions(factors)belongtotheirvariables(customerexperience).

8.2. ReliabilityThereliabilitycoefficients(Cronbach’salpha)areasfollows:customerengagementwithitsthreedimensions(cognitive,affection,andactivation),customersatisfaction,customerloyalty,customertrust, and customer experience. According to the results, the Cronbach’s alpha coefficient for

Table 4. Model fit indices and standardised regression weight for customer trust


Q21 <--- F1 0.737 χ2 27.891

Q20 <--- F1 0.715 Significance 0.000

Q19 <--- F1 0.8 DF 6

Q18 <--- F1 0.74 CMIN/DF 4.649

Q17 <--- F1 0.689 GFI 0.972

CFI 0.972

NFI 0.967

RMSEA 0.016

Table 5. Model fit indices and standardised regression weight for customer experience


Q25 <--- F1 0.482 χ2 8.5

Q24 <--- F1 0.501 Significance 0.014

Q23 <--- F1 0.885 DF 2

Q22 <--- F1 0.735 CMIN/DF 4.250

GFI 0.97

CFI 0.984

NFI 0.979

RMSEA 0.089


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independentvariablesrangesfrom0.722to0.876.Thereliabilitycoefficientsforcustomersatisfaction,loyalty,and trustare0.806,0.851,and0.854, respectively, indicating that thevalues forall fivevariablesaregreaterthan0.8.Thesevaluessuggestthatthescaleitemsarehighlyreliable(Alsaaidah,2010;Heeetal.,2014),stable,andinternallyconsistent.

8.3 Hypotheses Testing ResultsThehypothesesweretestedusingSEMwithSPSSAMOS22.0software.AstructuralmodelwasestimatedtoinvestigateH1,H2,andH3.Figure2showsthatcustomerengagementhasasignificantlypositiveinfluenceoncustomersatisfaction(β=0.747,p<0.05),therebyindicatingthatH1isacceptedatthe0.000level,andcustomerengagementstimulatesstrongcustomersatisfactioninthecontextofmobilebanking.Next, customerengagementhasa significantpositive influenceoncustomerloyalty(β=0.537,p<0.05),therebysupportingH2atthe0.000level,andcustomerengagementstimulatesstrongcustomerloyaltyinthecontextofmobilebanking.Finally,customersatisfactionhasasignificantpositiveimpactoncustomerloyalty(β=0.399,p<0.05),therebysupportingH3atthe0.000levelandsuggestingthatcustomersatisfactionstimulatesstrongcustomerloyaltyinthecontextofmobilebanking.Table6summarisestheSEMresultsforH1,H2,andH3andhighlightsthateachhypothesisisacceptedatthe0.000significancelevel.Thus,theresultsempiricallyprovethatcustomerengagementhasapositivedirectimpactonnotonlycustomersatisfactionbutalsocustomerloyalty.

Table7showsthatthemodelfitstatisticsofSMEforH1,H2,andH3areareasonablygoodfit(χ2=692,χ2/df=4.942857,CFI=0.962,NFI=0.971,GFI=0.973,RMSEA=0.082).

To test hypotheses H4–H9, a structural model was estimated to investigate the hypotheses:customerengagementand trustaresignificantlyrelated(H2),customer trustandsatisfactionaresignificantly related (H5), customer trust and loyalty are significantly related (H6), customerengagementandexperiencearesignificantlyrelated(H7),andcustomerexperienceandsatisfactionaresignificantlyrelated(H8).

Figure3 first illustrates thatcustomer trusthasa significantpositive influenceoncustomersatisfaction(β=0.5040.399,p<0.05),therebysupportingH6atthe0.000level,andindicatingthatcustomer truststimulatesstrongcustomersatisfaction in thecontextofmobilebanking.Second,customer experience has a significant positive impact on customer satisfaction (β = 0.406, p <0.05),therebyacceptingH7atthe0.000significancelevel,andsuggestingthatcustomerexperiencestimulatesstrongcustomersatisfactioninthemobilebankingcontext.Third,customertrusthasasignificantpositiveeffectoncustomerloyalty(β=0.066,p<0.05).ThisresultsupportsH8atthe0.000significancelevelandshowsthatcustomertruststimulatesstrongcustomerloyalty.However,customerexperiencedoesnothaveasignificantinfluenceoncustomerloyalty(β=0.007,p<0.05),therebyrejectingH9atthe0.000significancelevelandsuggestingthatcustomerexperiencesdonotstimulatecustomerloyaltyinthemobilebankingcontext.Table8summarisestheSEMresultsforH1–H9.H1–H8are acceptedat the0.000 significance level, butH9 is rejectedat the0.000significancelevel.

ThemodelfitstatisticsofSMEforH1–H9showareasonablygoodfit(χ2=1195.489,χ2/df=4.49432,CFI=0.965,NFI=0.974,GFI=0.923,RMSEA=0.043).

TotestH10–H13,thisstudyexaminedthemediatingeffectsofcustomertrustandexperience.Analysisofmediatorsmustaccountfortwoeffects:directandindirect.Theformerdenotesadirecteffectfromindependenttodependentvariables,whilethelatteristheindirecteffectfromindependentto dependent variables through mediating variables. Drawing on Baron and Kenny (1986), thisresearchmodelledthesimpleeffectofcustomerengagement(independentvariable)oncustomersatisfactionandloyalty(dependentvariables)andtestedthedirecteffectofcustomerengagement(dependentvariable)oncustomersatisfactionandloyalty(independentvariables),ensuringthereisasignificanteffectonindependentvariables.Second,customertrustandexperienceasmediatorvariableswereincorporatedinthemodelandexaminedfor(i)directeffectofcustomerengagement


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(independentvariable)oncustomersatisfactionandloyalty(dependentvariables);(ii)directeffectof customer satisfaction and loyalty (independent variables) on customer trust and experience(mediator variables); and (iii) direct effect of customer trust and experience mediator variables(customertrustandexperience)oncustomersatisfactionandloyalty(independentvariables).Ifthedirecteffectofcustomerengagement(independentvariable)oncustomersatisfactionandloyalty(dependentvariables)decreasesbutremainssignificant,andtheindirecteffect throughcustomertrustandexperienceasmediatorvariablesissignificant,thenbothvariablesindirectlylinkcustomerengagement, satisfaction, and loyalty as independent variables; this is called partial mediation.However,theeffectofcustomerengagement(independentvariables)oncustomersatisfactionand

Figure 2. SEM results for H1, H2, and H3

Table 6. SEM results for H1–H3

Hypothesis Relationship Standardised path coefficients (β) S.E. C.R. P AVE

H1 CE → CS 0.747 0.099 7.544 *** 0.556

H2 CE → CL 0.537 0.08 6.69 ***

H3 CS → CL 0.399 0.054 7.324 ***

Note: CE, CS, and CL denote customer engagement, satisfaction, and loyalty, respectively.


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Table 7. Model fit statistics of SEM for H1–H3

Chi2 692

DF 140

Minimumdiscrepancy 4.942857

GFI 0.973

CFI 0.962

NFI 0.971

RMSEA 0.082

Figure 3. Customer trust vs. customer satisfaction


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loyalty(dependentvariables)decreasesandbecomesinsignificant,whiletheindirecteffectthroughcustomertrustandexperienceasmediatorvariablesissignificant.Inotherwords,customertrustandexperienceasmediatorvariablesindirectlylinkcustomerengagement,satisfaction,andloyalty(independentvariables);thisiscalledfullmediation.

First,Figure4showsthatcustomerengagementhasasignificantpositiveinfluenceoncustomersatisfaction(β=0.747,p<0.05).Inaddition,althoughthisinfluencedecreased,itremainedsignificant(β = 0.219, p < 0.05) when customer trust was incorporated as a mediator variable (Figure 4).Conversely,customerengagementhasasignificantpositiveinfluenceoncustomertrust(β=0.775,p<0.05).Inaddition,customertrusthasasignificantpositiveinfluenceoncustomersatisfaction(β=0.504,p<0.05)andsupportsH10atthe0.000significancelevel.Thisresultindicatesthatcustomertrustplaysapartialmediatorrolebetweencustomerengagementandsatisfactioninthecontextofmobilebanking.Second,customerengagementhasasignificantpositiveinfluenceoncustomerloyalty(β=0.537,p<0.05).Whilethisinfluencedecreases,itremainssignificant(β=0.514,p<0.05)whencustomertrustisincorporatedasamediatorvariable(Figure4).Inaddition,customerengagementhasasignificantpositiveinfluenceoncustomertrust(β=0.775,p<0.05).Furthermore,Figure4showsthatcustomertrusthasasignificantpositiveinfluenceoncustomerloyalty(β=0.066,p<0.05),therebysupportingH11atthe0.000significancelevelandindicatingthatcustomertrustplaysapartialmediatorrolebetweencustomerengagementandloyaltyinthecontextofmobilebanking.Third,customerengagementhasasignificantpositiveinfluenceoncustomersatisfaction(β=0.747,p<0.05).Althoughthisinfluencedecreases,itremainssignificant(β=0.219,p<0.05)whencustomer

Table 8. SEM results for H1–H9

Hypothesis Relationship Standardised path coefficients (β)

S.E. C.R. P Result AVE

H1 CE → CS 0.219 0.092 2.391 0.017 Significant 0.603

H2 CE → CL 0.514 0.083 6.18 *** Significant

H3 CS → CL 0.33 0.068 4.864 *** Significant

H4 CE → CT 0.775 0.094 8.245 *** Significant

H5 CE → CX 0.452 0.075 6.052 *** Significant

H6 CT → CS 0.504 0.085 5.919 *** Significant

H7 CX → CS 0.406 0.105 3.859 *** Significant

H8 CT → CL 0.366 0.072 2.915 *** Significant

H9 CX → CL 0.007 0.083 0.882 0.935 NotSignificant

Table 9. Model fit statistics for SEM analyses for H1–H9

Chi2 1195.489

DF 266

Minimumdiscrepancy 4.49432

GFI 0.923

CFI 0.965

NFI 0.974

RMSEA 0.043


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experienceisincorporatedasamediatorvariable(Figure4).Inaddition,customerengagementhasasignificantpositiveinfluenceoncustomerexperience(β=0.452,p<0.05).Customerexperiencealsohasasignificantpositiveinfluenceoncustomersatisfaction(β=0.406,p<0.05).ThisfindingsupportsH12atthe0.000significancelevelandindicatesthatcustomerexperienceplaystheroleofapartialmediatorbetweencustomerengagementandsatisfactioninthecontextofmobilebanking.

Finally, customer engagement has a significant positive influenceon customer loyalty (β =0.537,p<0.05).Moreover,eventhoughthisinfluencedecreases,itremainssignificant(β=0.514,p<0.05)whencustomerexperienceisincorporatedasamediator(Figure4).Customerengagementalsohasasignificantpositiveinfluenceoncustomerexperience(β=0.775,p<0.05),althoughcustomerexperiencedoesnotsignificantlyinfluencecustomerloyalty(β=0.007,p<0.05).Thus,H12isrejectedatthe0.000significancelevel,indicatingthatcustomerexperiencedoesnotplayamediatorrolebetweencustomerengagementandloyaltyinthecontextofmobilebanking.Table10comparesSEMresultsfordirectandindirectmeditatingeffects.

9. dISCUSSIoN

Thisresearchaimstoexaminetherelationshipbetweencustomerengagement,satisfaction,andloyaltyandexploresthemediatingeffectofcustomertrustandexperienceinJordan,focusingonmobilebankingservices.Theresultshighlightthatcustomerengagementinfluencessatisfaction,loyalty,trust,andexperience.Inaddition,customertrustpartiallymediatestherelationshipbetweencustomerengagementandcustomersatisfactionandloyalty.Thisresearchconfirmstheexistingdefinitionsofcustomerengagementandtheireffectsoncustomersatisfactionandloyalty(e.g.Hollebeek,2011;Brodieetal.,2013;Soetal.,2016;NysveenandPedersen,2014)andprovidesthefollowingresults.

First,customerengagementinfluencescustomertrustandexperience,consistentwiththeresultsofpriorstudies.Forinstance,Soetal.(2016)showthatcustomerengagementsignificantlyinfluencestrust, while Brodie et al. (2013) highlight that customer engagement enhances customer trust.AccordingtoHollebeek(2011),customerengagementleadstomorepositivecustomerexperiences

Figure 4. Modelling mediator in a structural model with direct (dashed lines) and indirect (solid lines) effects


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andaccordingtoKhanetal.(2016),customerengagementpositivelyinfluencescustomerexperienceinthebankingindustry.Second,theresultsconfirmexistingfindingsontherelationshipbetweencustomersatisfactionandloyalty.Forexample,YenandGwinner(2003)andRibbinketal.(2004)findthatsatisfactionhasapositiveimpactoncustomerloyaltyinanonlineenvironment.Furthermore,theresultinthisstudyconfirmsthatofThakur(2014),thatis,customersatisfactionpositivelyaffectscustomer loyalty in thecontextofmobilebanking services.Third, customer trusthasapositiveeffectoncustomersatisfaction,whichisconsistentwiththefindingsofmanystudies.Marinkovicetal.(2017)andChenetal.(2017)findthatcustomertrustpositivelyaffectscustomersatisfaction.YousufandWahab(2017)showthatcustomertrustinfluencescustomersatisfactioninthecontextofmobilebanking.Fourth,customertrustinfluencescustomerloyalty,asconfirmedbyextantliterature.Forinstance,PhanandGhantous(2013)findthattrusthasadirectpositiveimpactonloyaltyinthebankingindustry.AccordingtoAshrafetal.(2017),customertrustpositivelyinfluencescustomerloyaltyinthebankingindustry.Fifth,customerexperienceinfluencescustomersatisfaction.NysveenandPedersen(2014)findthatexperiencehasadirectpositiveimpactonsatisfaction.AccordingtoKhanetal.(2016),customerexperiencepositivelyinfluencescustomersatisfactioninthebankingindustry.Finally, thisresearchshowsthat theeffectsofcustomerengagementonsatisfactionarepartiallymediatedbyexperiences,afindingsupportedbyKhanetal.(2016).Inaddition,thereisnosignificantdifferenceincustomerengagementbyageandgender.

9.1. Research ImplicationsEmpirical evidence shows that customer engagement has stronger indirect effects on customersatisfactionandloyaltythroughcustomertrustthandirecteffects.Thisisanimportantfinding,asitsuggeststhatincreasingcustomertrustwithfocusonmobilebankingallowsabanktoimprovecustomersatisfactionmoreeffectivelyandcultivatecustomerloyalty.YousufandWahab(2017)suggestthatinformationqualityaswellasserviceandsystemqualitypositivelyaffectcustomertrustinthecontextofmobilebanking.Thus,toincreasecustomertrust,bankmanagersshouldaimtoprovideaccurateinformationaboutmobilebankingservicesandaddfeatureswithenhancedsecurityandconvenience.

This research also shows that 39% customers use mobile banking to make bill payments.AccordingtotheCentralBankofJordan,thenumberoftransactionsforelectronicbillspaymentsincreasedfrom1.8millionin2016to4.7millionin2017(JordanTimes,2018).Thus,itisimportantthatbanksmanagersfocusonbillpaymentservicesprovidedthroughmobilebankingandcontinuallyimprove the service by facilitating easy-to-use experiences, providing high-quality information

Table 10. Comparing SEM results for direct and indirect mediating effects

RelationshipSEM without mediating effect SEM with mediating effect

(β) P Result (β) P Result

H1 CE → CS 0.747 *** Sig 0.219 0.017 Significant

H2 CE → CL 0.537 *** Sig 0.514 *** Significant

H3 CS → CL 0.399 *** Sig 0.33 *** Significant

H4 CE → CT 0.775 *** Significant

H5 CE → CX 0.452 *** Significant

H6 CT → CS 0.504 *** Significant

H7 CX → CS 0.406 *** Significant

H8 CT → CL 3.66 *** Significant

H9 CX → CL 0.007 0.935 NotSignificant

Note: CE, CS, CL, CT, and CX denote customer engagement, satisfaction, loyalty, trust, and experience, respectively.


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aboutbills,andexcludingprocessingandotherchargesincurredforbillpayments.Furthermore,toenhancecustomerengagement,bankmanagersshouldincreasetheservicescopeofmobilebankinggivenitsstrongpredictabilityandinfluenceoncustomerengagement(SahooandPillai,2017).Inaddition,bankmanagersshouldallowcustomerstopayforsmallpurchasesatthepointofsale.Inthecontextofthisresearch,asmobilebankingservicesandcustomerexperienceplayanimportantroleincustomersatisfactionandloyalty,bankmanagersshouldworktowardcreatingeasy-to-usemobilebankingsystems.

9.2. Limitations and Suggestions for Future ResearchThisresearchhasthefollowinglimitations.First,asitfocusesonJordan,togeneralisetheresults,futureresearchiswarrantedinothercountries.Second,itwouldbeinterestingtotesttheproposedmodelinothercontexts,suchasonlinehotelbookingorretailing.Third,whilecustomerengagementisamulti-dimensionalconstruct,thisresearchappliedtheconceptasasingle-factorconstruct.Thus,futureresearchcouldexaminetheinfluenceofeachdimensionforcustomer-brandengagement(i.e.cognitiveprocessing,affection,andactivation)onmobilebankingexperiencesandconsumertrusttohighlightthedimensionwiththestrongestinfluenceoncustomerexperience,trust,satisfaction,andloyalty.

10. CoNCLUSIoN

Thisstudyintegratestheconceptsattributabletocustomerengagementofcustomertrust,experience,satisfaction,andloyaltyinasingleworkofresearch.Importantly,thisframeworkservesasaplatformforacademicswhoareinterestedinstudyingtheconceptsof‘engagement’,‘trust’,and‘experience’inrelatedtopicsofmarketingmanagement.Theempiricalinvestigationregardingtheinfluenceofcustomerengagementinthecontextofmobilebankingisanimportantcontributiontomarketingliterature.Moreimportantly,thisresearchextendspreviousworkonthecustomerengagement–trustrelationshipbyprovidingempiricalevidenceforpriorexplanationsinthebankingindustryinadditiontothemobilecontext.Adeeperunderstandingofthemediatingeffectofmobilebankingtrustoffersvaluableinsightsintotheliteratureoncustomertrust.Notably,thisresearchextendsthepreviousworkonthecustomerengagement–experiencerelationshipbyprovidingempiricalevidenceforpriorexplanationinthebankingcontext.Furthermore,thisresearchaddsnewinsightstotheexistingbodyofliteratureoncustomertrust,experience,andcustomerengagement.


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Al-Dmour’s background is in international marketing and his particular research interests surround the export marketing behavior and services marketing. He completed university education and received bachelor’s degree Business Management from the University of Jordan in 1983 and MBA degree from the University of Edinburgh in 1986. In 1985, he gained his Ph.D. degree from the University of Sheffield in export marketing behaviour in 1993. In addition of being author of more than 80 scientific articles and 8 books, he is known as an expert in the fields of marketing and quality management of higher education institutions. He served for 4 years as a member of the editorial board of Jordan Journal of Business administration and for two years as a member of the editorial board of DIRSAT in the University of Jordan and as a member of Accreditation Council of Higher Education Institutions for six years. Before he becomes as the General Secretary for the Ministry of higher education, he was the President for University of Jordan- Aqaba Branch, and he was a Vice-President for the Faculties of Humanities Affairs in 2012 until 2014, and he was the Dean of Faculty of Graduate Studies (2005-2008) and Dean of Faculty of Business in the University of Jordan for two years, consultant to several international organizations and national institutions, and author for eight books in marketing In addition he is a Laureate of the 1999 Abdel-Hameed Shuman Prize For Young Arab Scientists . He is often invited to participate in scientific conferences pertaining to Arab commerce and economics in Jordan and aboard. In addition, he is consulted frequently by several research centers about marketing and he is also a member of a number of committees about business administration at reputable universities in and outside of Jordan. He is now working at the Princess Sumaya University for Technology.

Wasim Ali got his master’s degree in international business from the University of Jordan in 2018.

Rand Hani Aldmour is an assistant professor at Management Information System Department, School of Business at the University of Jordan. She holds a bachelor’s degree in Management Information System and MBA/Management Degree from the University of Jordan. She also holds a PhD degrees from Brunel university, London UK. Her current research interest is in the area of information system, innovation, Human Resources information system, management information system. Her work has been published in some refereed journals including IJBR, IJMSBS, EJBM, ESJ, IJMS

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Zyadat,M.A.(2016).TheImpactofInternalMarketingonthePerformanceofJordanianIslamicBanksintheCityOfAmman.Dirasat: Administrative Sciences,43(1).

http://dx.doi.org/10.1080/15332667.2016.1209051

the relationship between customer engagement, satisfaction

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