influencing factors of customers' behavioural intention
TRANSCRIPT
CUeJAR Volume 3 | Issue 1 | 2021
City University eJournal of Academic Research (CUeJAR)
e-ISSN : 2682-910X
CUeJAR Homepage: https://www.city.edu.my/CUeJAR
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Copyright © City University Press.
CUeJAR
Received: 15th November 2020
Revised: 18th March 2021
Accepted:30th March 2021
Influencing Factors of Customers' Behavioural Intention within
Malaysian Restaurants
Nguyen Vu Hieu Trung1, Sultanul Ashekin2, VO Thi Thu Hong3, Safaa El-Aidie4
1Marina Bay Sands. Casino Surveillance Dept ([email protected])
2SAIC Overseas, Bangladesh ([email protected]) 3The Saigon International University, Vietnam ([email protected]) 4Animal Production Research Institute, Agriculture Research Center, Egypt.
Abstract
Purpose: Restaurants where patrons pay before eating and purchases may be consumed
onsite, taken out or delivered, which may commonly be referred to as fast food restaurants
and we refer to as quick serve restaurants or QSR (but specifically excluding coffee and
snack shops).On the other hand the antecedents define surrounding of restaurant area,
comfortable and healthy service, having service quality, sharing of interaction and
perceived value of availability or reasonable perception. The customer satisfaction is a
judgment that a product or service feature, or the product or service itself, provides a
pleasurable level of consumption related fulfillment. This study examined the relationships
between five antecedents (IV) and behavioural intention (DV) in quick-service restaurants
Methodology: In the current study, the researcher adopted the quantitative technique
(using questionnaire method) to achieve the research aim. SPSS25 is implemented for
data analysis.
Result and Discussion: Results indicate that the customers have passion to revisiting the
QSR outlets due to the trust, commitment, service quality, service disclosure, image and
perceived value offered by them. The additional value such as reasonable price and
positive mood display in restaurant also contribute.
Conclusion and Recommendation: The findings may provide restaurants with a guideline
for enhancing healthiness for customer behavioural intention level. Theoretical and
practical implications are introduced.
Keywords: Behavioural intention; Service quality; Perceived value; Image; commitment; QSR.
1.0 Introduction
Eating out of home has become an essential part of the people’s lives. This is
because people have altered their attitudes about food and also due to an increase
in disposable income (Khalifa, 2015). Food is an important aspect in our life, as
well as being vital for existence (El-Aidie, 2018a; Sobhy, El-Dieb, Emara, El-
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Trung et al., 2021 49
Nawawy, & El-Aidie, 2014). It is also considered an essential factor for interaction
among various ethnic, social and religious (Hossain, Khalifa, & Abu Horaira, 2019).
Malaysian restaurant industry is undergoing major changes due to rapid
urbanization and changing life styles, which cause the increase in eating out trend
and sways customers’ choice on which types of restaurant to be visited. This eating
out trend also has flourished the coexistent of traditional and fast food restaurant
industry in Malaysia (Agwa, Aziz, & Khalifa, 2018b; Mohamud, Khalifa,
Abuelhassan, & Kaliyamoorthy, 2017). Traditional restaurant is defined as non-
fast food, processes of differentiation, with full or partiality service that can be
extended to cover many ethnic food operations (Wahab & Dong, 2017). A fast-
food restaurant is considered as quick services of franchised restaurant chain,
which supplied the food quickly after ordering and minimal service offering for
dining and takeout facilities. Urban areas, such as Selangor (comprised of Kuala
Lumpur and its suburbs), are largely populated, and are home to Malaysian
nationals, as well as emigrants and foreign workers primarily from Indonesia,
India and Nepal (Wahab & Dong, 2017). Together with an influx of international
tourists–Malaysia is a popular shopping hub in the Asia-Pacific region–
foodservice establishments are seeing growing demand for diverse fare from a
varied consumer base (Henderson, 2016).
The restaurant business is extremely competitive and the companies are providing
almost quality products but the effectiveness of antecedents is making the
company different to the consumer as it directly creates impact on customers
feeling. Restaurant industry global trade has decreased due to the tough market
less quality provided and in Malaysia Restaurant industry is developing
organizational structure which might cause an overall reduction of the customer
dissatisfaction with the service and quality (Agwa, Aziz, & Khalifa, 2018a). So it
is important for the company to remain highly conscious to keep its qualities of
antecedents. It is extremely significant for restaurant industry at present to evaluate
service, qualities, value and food to make the customers satisfied. Satisfaction
level of the customers gets varied with the provided service of the organization, so
it is an important issue for the companies to improve organizational service
qualities (Abdulla, Khalifa, Abuelhassan, & Ghosh, 2019). This study aims at
identifying the antecedents and examining the interrelationships with the customer
behavioural intention in the quick service restaurant industry.
2.0 Literature review
2.1 Restaurants in Malaysia
Malaysia has a wide assortment of eating foundations, including full
administration eateries, fast food eateries, bistros; sustenance slows down,
nourishment courts, eat-in pastry kitchens, and bars and bars. A lion's share of the
eateries give Asian food (El-Aidie, 2018b), with Chinese ruling the mid and top of
the line eateries (Wahab & Dong, 2017). Malay, Indian (different cooking styles),
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Customers' Behavioural Intention within Malaysian Restaurants
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Japanese (different foods/organizations), and Indonesian, and Thai eateries
likewise command the nearby eatery scene (M.S. Hossain et al., 2019).
There are many of QSR Brands as like (KFC), Golden Arches (McDonald’s) and
Secret Recipe Cakes & Café dominates the consumer foodservice sector in
Malaysia. They have reliably advertised their items with a scope of limited time
promoting efforts. For example, the offering of break time advancements from
15:00 to 18:00hrs by Secret Recipe Cakes and Café. Consistent advancement in
the organization's menu empowers it to beat different contenders. Moreover,
Secret Recipe Cakes and Café have extended forcefully with all the more new
outlets all through Malaysia, which helped it to pick up piece of the overall
industry. Kopitiam which signifies "coffeehouse" in the Hokkien lingo of ethnic
Chinese in Malaysia is another nearby office likewise growing. Kopitiam outlets
were initially found in shop houses in towns and towns the nation over, serving up
espresso and breakfast (Abdullah Sani & Siow, 2014). They were well known
spots to snatch a snappy drink and shabby road nourishment. In any case, present
day coffee items have held the antiquated marble-topped tables, wooden seats and
stout earthenware, however now they are to be discovered real shopping centers,
business region and vast neighborhood. At present there is an expected of 30
advanced coffee item’s organization with more than 700 outlets all through
Malaysia.
Table 1 – Restaurant industry Sector Key Information in Malaysia
Sector Subsector Number of
Establishments
Value(USD) Growth Rates(2010-
2015)
Hotels
5star 80 units
6240 rooms
6 billion 5.3%
4 star 144 units
11,232 rooms
237 million 6.2%
3 star 231 units
16,614 rooms
117 million 6%
Restaurant
Mid to high end 2190 3 billion 2.7%
Western 2670 2.5 billion 2.6%
Local western mid to
high end
3128 750 million 2.9%
Fast food restaurant 2975 2.0 billion 37%
Cafes 5081 1.3 billion 11.3%
*Source: Department of Statistics, Malaysia, Trade Associations and Spire analysis, edited, (Leepin
Loh, 2014)
2.2 Behavioural Intention
Behavioural intentions are comprised of both attitudinal and behavioral indicators
(Binnawas, Khalifa, & Bhaumick, 2019) and include consumers’ willingness to
repurchase and spread positive recommendation to others (Binnawas, Khalifa, &
Bhaumik, 2020; C.-F. Chen & Tsai, 2007; Dedeoglu, Bilgihan, Ye, Buonincontri,
& Okumus, 2018). Depending on consumer experiences and evaluations (Othman,
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Trung et al., 2021 51
Zahari, & Radzi, 2013), behavioural intentions can be positive or negative.
Positive behavioural intentions can lead to a willingness to pay premium prices
and are often associated with more frequent patronage (Othman et al., 2013).
Conversely, negative behavioural intentions are likely to contribute to an increase
in consumer complaints and a decrease in the probability of spending money at a
service firm (Othman et al., 2013). In the context of restaurant patronage,
behavioural intentions represent the likelihood that patrons will visit a restaurant in
the future and/or recommend the restaurant to friends or family through word-of-
mouth communication (Heung & Gu, 2012; Liu & Jang, 2009).
Zeithaml, Berry and Parasuraman, (1996) emphasized that behavioural intentions
can be seen when a customer decides to remain with or defect from the company.
The construct of behavioural intentions is considered to include revisit intentions
(Ryu, Han, & Kim, 2008) that can predict the future consumption behaviour of the
consumer. Positive behavioural intentions can yield customer loyalty (Abou-Shouk
& Khalifa, 2017; Ryu et al., 2008). According to Ajzen, (1989), behavioural
intentions, and not attitudinal intentions, can be linked to increased market share
(Khalifa & Abou-Shouk, 2014). The construct of behavioural intentions is of
importance to a service provider (Khalifa & Hewedi, 2016; Wu, 2014). The
specific favourable behavioural intentions include loyalty, switching intentions,
and willingness to pay more, external response, and internal response (Rahmah, et
al.,, 2020). Mohamud et al., (2017) conceptualized behavioral intentions as a
higher-order construct consisting of (1) positive WOM, (2) willingness to
recommend, and (3) intentions to continue buying from a particular service
provider. In particular, the positive WOM is recognized as a very common and
important form of communication for service marketers (Abd-Elaziz, Aziz,
Khalifa, & Abdel-Aleem, 2015); it is also a powerful input in decision making as
an information source (Gharama, Khalifa, & Al-Shibami, 2020a). However, the
information need not only be “positive”; the valence of these WOM activities may
be negative or neutral (Abd-Elaziz et al., 2015). WOM has attracted much research
interest. WOM intentions refer to the customer’s belief that he or she will discuss
an incident with at least one person not directly related to the service encounter
(van Doorn et al., 2010).
2.3 Influencing factors of customers behavioural intention in Restaurants
2.3.1 Restaurant Image
Restaurant image has for quite some time been considered as a vital idea in
advertising (Ryu et al., 2008). Image inquire about has for quite some time been
perceived as one of the focal region of the showcasing research field not just in
light of the fact that it fills in as an establishment for strategic showcasing blend
issues additionally in light of the fact that it assumes a basic part in building long-
term mark value the focal region of the showcasing research field not just in light
of the fact that it fills in as an establishment for strategic showcasing blend issues
additionally in light of the fact that it assumes a basic part in building long-term
mark value (Han & Hyun, 2017). In today's focused promoting environment it is
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basic that the administration of restaurant to see how they are seen independently,
as well as concerning their opposition. In addition, they have to know the impact
of this deliberate image on buyer support/dedication conduct toward focused
restaurant (Ryu, Lee, & Gon Kim, 2012).
The image of a restaurant influences the client decision at least one eateries to
disparage (Wang, 1990). It fills in as a guide for clients and helps them to figure
out if or not an eatery satisfies their necessities. Fine eating eatery must meet
consistently the fluctuating requests of planned target clients. The image of a
restaurant, as saw by its potential clients, assumes an imperative part in influencing
the client steadfastness conduct and additionally in deciding its market position
inside its focused surroundings. The idea of situating in a promoting procedure
requires the creation and distinguishing proof of an image (Ryu et al., 2012). How
consumers perceive the restaurants on various image attributes is one factor that
helps guide the positioning and repositioning strategies of the restaurant to
compete effectively with other restaurants in a local area (Han & Hyun, 2017). A
favorable restaurant image with a unique concept is one of the valuable marketing
assets to create a competitive advantage that is not easily duplicated by other
restaurants. From a strategic point of view customer loyalty becomes meaningful
when it is related to the fine dining restaurant image (Han & Hyun, 2017).
Researchers can easily identifies the strengths for the restaurant and minimize its
weakness by linking the image to the customer behaviour (Han & Hyun, 2017).
The image of a restaurant consists of both tangible and intangible attributes.
Tangible attributes are physical properties such as restaurant location, restaurant
layout, price ranges, attractiveness of décor, and other qualities that the consumer
can objectively compare it to competitors. Intangible attributes include such
qualities as friendliness of restaurant personnel, and atmosphere (Khalifa, 2015).
The image of a restaurant consists of both positive and negative perceptions
(Khalifa, 2015).
H1: Restaurant image significantly impact customer behavioural intention
2.3.2 Restaurant Perceived value
Perceived value has been characterized in assorted routes as the esteem idea is
multifaceted what's more, confusing with various understandings, inclinations, and
accentuations (Ryu et al., 2012). The value of items can be considered as the
exchange off between what the item can give to the client and what the client
needs to pay to purchase the items (Zeithaml, 1988).
Previously conclude that service quality drives customer’s perceived value (Howat
& Assaker, 2013). If the customers spend less money, time and energy associated
to the service quality they receive, and then the customer will perceive a high
perceived value of service (Alareefi, et al., 2019; Gharama, Khalifa, & Al-
Shibami, 2020b). In other words, the better the service quality, the higher the
customers‟ perceived value and perceived value also believed as generate of
customer satisfaction (Roy, Lassar, Ganguli, Nguyen, & Yu, 2015). When a
customer received a high value of service, it will result in high satisfaction.
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Furthermore, perceived value is also known as a mediating and moderating
construct between service quality and customer satisfaction (Ryu & Han, 2010).
As regards perceived value, the give and receive components are respectively
represented by the perceptions of quality and price (A. H. Alghfeli et al., 2021). In
addition, that perceived value plays an important role in consumer’s purchase
decision making, suggesting that behavioral intentions are consequences of
perceived value (Zeithaml et al. 1998).
Perceived value is one of the most influential factors to obtain competiveness and
it is stared as a crucial predictor of customer satisfaction and loyalty (Myo,
Khalifa, & Aye, 2019). Many researchers in different arenas of study
conceptualized a model of perceived value as the connecting link between quality,
sacrifices, and satisfaction (Kazakeviciute & Banyte, 2012).
H2: Restaurant perceived value significantly influence customer behavioural
intention
2.3.3 Server Disclosure
Mutual disclosure is defined as a procedure in which customers and employees let
themselves be known by each other (Jinsoo Hwang, Kim, & Hyun, 2013). Mutual
disclosure consists of two-way communication between two parties. For this
reason, scholars e.g., (Jin-soo Hwang, Lim, & Kim, 2014; W. G. Kim, Lee, &
Yoo, 2006) have categorized mutual disclosure in the service delivery process into
two sub-dimensions:
(1) Server disclosure
(2) Customer disclosure
Server exposure happens when a server uncovers data about him/herself to the
client all together for the client to take in more about the server, therefore making
trust (Mohamed, et al., 2019). For example, a server can make legit, true proposals
about specific menus/sustenance things (e.g., regardless of whether the
nourishment is solid or whether the nourishment is a decent esteem in view of its
fixings), or a server can reveal some individual data about him/herself to
supporters (e.g., individual foundation, individual life) (M. S. Alkathiri,
Abuelhassan, Khalifa, Nusari, & Ameen, 2019; Jin-soo Hwang et al., 2014). Such
true divulgence from a server can prompt positive enthusiastic reactions and make
confide in supporters' psyches. This trust is frequently responded by supporters.
Making and overseeing long haul associations with benefactors is a critical
accentuation in the historical backdrop of eatery advertising research (Khalifa,
Trung, & Hossain, 2021). By keeping up solid associations with existing clients,
specialists can save money on advertising costs (Almatrooshi, et al., 2020), since
obtaining new clients is more exorbitant than holding existing clients (Alkhateri,
Khalifa, Abuelhassan, Isaac, & Alrajawi, 2019; Reichheld & Sasser, 1990).
Likewise, benefactors with solid associations with an eatery organization will
spend more cash than supporters without solid connections and don't effortlessly
change to different foundations, notwithstanding when different eateries give
money related motivating forces to do as such (Md Sazzad Hossain, Sambasivan,
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Abuelhassan, & Khalifa, 2020). For instance, supporters holding solid associations
with an eatery burn through 5% more than the general benefactors of the eatery.
Also, they visit 20% a greater number of times than general benefactors (Jinsoo
Hwang et al., 2013).
H3: Server disclosure significantly influence customer behavioural intention
2.3.4 Trust of the Restaurant
Researchers consider brand trust as an important factor in the restaurant industry
mainly due to food safety, food taste and health (Ababio & Lovatt, 2015; S. A. A.
El-Aidie, El-Dieb, El-Nawawy, Emara, & Sobhy, 2017; Shah, Nazura, Sayuti,
Alam, & Sayuti, 2011). In addition, trust is the most popular measure of brand-
consumer relationships, and may be a crucial indicator for brand equity (J. S.
Chen, Kerr, Chou, & Ang, 2017). Thus, consumers frequently choose reputable
restaurants based on trust. As most consumers rely on the restaurant’s reputation to
infer food quality, restaurants invest heavily in developing a reputation that is
considered trustworthy (Qoura & Khalifa, 2016; Widjaja, Khalifa, & Abuelhassan,
2020). When consumers choose service brands such as restaurants, they also
consider risk reduction (Olya & Al-ansi, 2018; Tomaszewska, Trafialek,
Suebpongsang, & Kolanowski, 2018).
In the relationship marketing literature, trust is defined as the perception that a
service organization has the capabilities to carry out what is promised and is
motivated (at an organizational level) to do so (Khalifa, 2020b). Thus, to trust a
firm is to rely on organization level expertise and competence to fulfill a need
(Sudigdo & Khalifa, 2020). A willingness to trust a firm increases consumer
confidence in a brand, alleviates anxiety, and may result in a strong emotional
bond with a service provider (Al-Ameri, Isaac, Haumik, & Khalifa, 2019; Wang,
Law, Hung, & Guillet, 2014). Additionally, trust makes customers comfortable,
which in turn, increases the efficiency and effectiveness of relational exchanges
(Joo & Shim, 2010). Such trust often becomes a crucial relational asset for
managing and maintaining successful customer–firm relationships (S.-C. Chen &
Quester, 2015; Khalifa, 2019). In the restaurant industry, trust has been identified
as a critical determinant of the quality of the relationship between a firm and its
customers (Trung & Khalifa, 2019).
Trust is one of the central features of buyer-seller relationships. The role of trust in
social exchange relations has been the subject of researchers' interests (Sudigdo,
Khalifa, & Abuelhassan, 2019). Trust refers to a positive belief about the
reliability and dependability of a person or an object. Trust builds when the
customer has confidence in a service provider's reliability and integrity(Husin,
Abou-Shouk, & Khalifa, 2013; T.-Y. Kim, Bateman, Gilbreath, & Andersson,
2009). Consumers' trust in the service providers can help reduce their cognitive
risk and insecurity and thus enable the maintenance of the long-term relationship
(Alseiari, Khalifa, & Bhaumick, 2019; Widjaja, Khalifa, & Abuelhassan, 2019).
H4: Restaurant trust is positively related to customer behavioural intention
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2.3.5 Commitment
The ultimate goal of relationship marketing is to achieve desirable relational
outcomes that are directly related to business success based on long-term
relationships with customers (Khalifa, 2018). These desirable relational outcomes
have been suggested, such as positive word of-mouth (WOM), repeat purchases,
increased share of purchases, favorability to cross-selling, and resistance to change
. The more the desirable relational outcomes, the more effectual the adoption of
relationship marketing in the business practices. Among the relational outcomes
mentioned earlier in the paper, this study tried to understand how positive WOM
and increased share of purchases are achievable as consumers and service
providers develop mutual relationships, as an indicator of the highest level of
customer loyalty (Alseiari, Khalifa, Al-Shibami, & Ghosh, 2019; Alseiari, Khalifa,
& Bhaumick, 2019).
The original concept of commitment is rooted in the discipline of organizational
behaviour (Badran & Khalifa, 2016). In this discipline, commitment is viewed as
multidimensional including affective, continuance, and normative commitments
(Allen & Meyer, 1990; Morsy, Ahmed, & Ali, 2016). Following the theoretical
foundation of commitment in such management literature, many studies on
consumer commitment have been conducted in marketing literature (Alharthi,
Khalifa, Ameen, Isaac, & Al-Shibami, 2019; Alkhateri et al., 2019; Alsaadi,
Abuelhassan, Khalifa, Ameen, & Nusari, 2019; Alsaadi, Khalifa, Abuelhassan,
Isaac, & Alrajawi, 2019; Mohammed S. Alkathiri, Abuelhassan E. Abuelhassan,
Gamal S.A. Khalifa, Mohammed Nusari and Ali Ameen, 2019; Mohammed S.
Alkathiri, Gamal S.A. Khalifa, Abuelhassan E. Abuelhassan, Osama Isaac and
Ibrhim Alrajawi, 2019; Ndiaye et al., 2018). Thus, this study follows the line of
research that suggests consumer commitment in casual dining restaurants should
be investigated from the conceptual foundations established in management and
marketing literature. According to Allen and Meyer (1990), there are three types of
organizational commitment: affective, continuance, and normative. Defined as
‘emotional attachment to, identification with, and involvement in the organization’
(Allen and Meyer, 1990, p.67), affective commitment is based on identification,
shared values, belongingness, dedication, and similarity Rhoades, Eisenberger and
Armeli, (2001) argued that identification in marketing literature is conceptually
similar to affective commitment in management literature. Continuance
commitment can be defined as ‘the extent of the need to maintain a relationship
due to significant perceived termination or switching costs’ (M. S. Alkathiri,
Gamal S.A. Khalifa, Abuelhassan, Isaac, & Alrajawi, 2019).
Continuance commitment is built when consumers face a signifi- cant amount of
switching costs if the relationship is terminated or when the benefits from the
relationship are not easily replaceable from alternative partners (Alareefi et al.,
2019). Continuance commitment is comparable with switching costs in marketing
literature (Iglesias, Markovic, & Rialp, 2019). Normative commitment refers to a
sense of obligation to stay with an organization. It implies relationship
maintenance because the subject is ought to remain with the organization (Meyer
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& Allen, 1984). Wiener (1982) suggested that normative commitment is less
relevant to marketing, because it is highly correlated with affective commitment
(A. S. Alkathiri, Abuelhassan, Khalifa, Nusari, & Ameen, 2018) and its effects on
relationship behaviours are weaker than those of affective commitment (Alkhateri,
Abuelhassan, Khalifa, Nusari, & Ameen, 2018). In the framework of the
relationship development process, Dwyer, Schurr and Oh (1987) proposed that
relationship development involves the five stages of awareness, exploration,
expansion, commitment, and dissolution. In the phase of expansion, satisfactory
role performance of relationship partners enhances partner’s attractiveness, leading
to the perception of goal congruence. This congruence between relationship
partners should be understood as consumer identification (Brown, Treviño, &
Harrison, 2005). Thus, this study argues that consumer identification is a major
factor in the phase of expansion, which leads to increased consumer commitment
in the next phase of the relationship development process.
H5: High level of commitment will lead to improved customer behavioural
intention.
2.3.6 Service Quality
Service quality is a concept that has aroused considerable interest and debate in the
research literature because of the difficulties in both defining it and measuring it
with no overall consensus emerging on either (Khalifa & Fawzy, 2017). The main
and important dimension of business which is customer oriented is service quality
(Khalifa, 2020a). Service quality is often viewed from two perspectives that are
from the customer’s cognitive evaluation of the service provided and a
multidimensional construct created by an evaluation of attribute performance
(Abdulla et al., 2020). Basically restaurant business is known as service industry
where serve the food to the guest making upright relation and endeavor each other
and inspire to come again. The service is meaningful for the quality and
probability of getting customer again (A. H. S. M. Alghfeli, Khalifa, Ameen, &
Ghosh, 2019). Service quality is very important in the restaurant industry, which
has experienced a tremendous increase in sales over the past three decades (Qin &
Prybutok, 2008). In addition, as in other service industries that are greatly
influenced by the economic environment (Khalifa & Mewad, 2017), restaurant
managers cannot be optimistic about their business because the restaurant industry
has been experiencing intense competition in recent years. The intense competition
is partially caused by the worldwide economic recession and partially by the
overload capacity of the quick food restaurant industry (Ryu & Han, 2010). In
today’s business environment, quick food corporations increasingly make multiple
investments using different management forms based on organizational structures,
and commonly used management forms in this industry are franchising and
licensing (Nunkoo, Gursoy, & Ramkissoon, 2013). Overall Service quality is very
important in the restaurant industry, which has experienced a tremendous increase
in sales over the past three decades (Qin & Prybutok, 2008).
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Trung et al., 2021 57
Service quality and customer satisfaction have become the most core marketing
primacies since they are basics of consumer loyalty, such as repeat sales and
positive word-of-mouth (Han & Ryu, 2009a, 2009b). In today’s penetratingly
competitive market, it is generally assumed that the key to gaining an advantage
lies in bringing high-quality service that will, in turn, lead to satisfied customers
(Khalifa et al., 2021). In particular, in the restaurant industry, customers generally
use food, physical environment, and employee services as key components of
restaurant experience in appraising the restaurant service quality (Chow, Lau, Lo,
Sha, & Yun, 2007; Ryu et al., 2012).
Chow et al., (2007 stated that, few studies indicated that food, physical
environment, and employee services should be functioned as vital components of
restaurant experience in forming the perceptions of the restaurant service quality in
the restaurant industry. Chow et al. (2007) explored the relationships between
service quality, customer satisfaction, and frequency of patronage in the context of
full-service restaurant. They captured three dimensions of service quality (i.e.
interaction quality, physical quality, outcome quality).
H6: High level of service quality will lead to improved customer behavioural
intention.
2.2 CONCEPTUAL FRAMEWORK OF THE STUDY
Figure 1: Conceptual Framework of the Study
3 Methods
Ultimately, a quantitative methodological approach to data collection and analysis
may be inferred from the development of the argument in line with the positivist
and objectivist paradigms (Marshall & Rossman, 1999). Even though there is a
lack of consensus regarding the methods and constituents of either the quantitative
or qualitative methodology, there is a consensus regarding the meaning and
implications of any one of these approaches. One common platform for
differentiating between qualitative and quantitative studies is whether the study
yields numerical or statistical values. Typically, whether quantitative or
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qualitative, this affects areas of data collection and analysis of the study. Even
though both positions mare usually applicable, particularly in event of an
interpretivist paradigm, key differences exist (Creswell, 1994; Neuman, 2000).
3.1 Data collection, sampling and procedures
In this study, a self-administered questionnaire was used to collect data. The
questionnaire included seven sections with demographic profile. The first seven
sections absorbed on the respondents’ perceptions of restaurant image, perceived
value, service disclosure, commitment, service quality and trust of the restaurant
on behavioural intention. The last section concentrated on the respondents is
section B where the dependent variable part of getting antecedents. The
questionnaire, which comprised a five-point liker-type scale (ranging from 1 =
strongly disagree to 5= strongly agree), was distributed to customers who were
over 18 years old and had been to different cuisine restaurant in the past six
months. The customers were required to fill in the questionnaires as they entered
or exited different restaurant cuisines and then to return the questionnaires
immediately on completing their survey.
To highlight the true overall scenario and sample size is random. Sampling size for
given population size collected from the (Uma Sekaran 4th edition book, Business
research methodology, page no 268) that is number of population 50000 where the
size 381 (Sekaran & Bougie, 2016). The respondents are cordially accepted the
questionnaire and fill up. The total number of population of Kelana Jaya area
almost 50000 among the respondents and questionnaire collected from the
respondents of 78%.
4. Data analysis and Results
4.1 Demographic Profile - Frequency Tables
This table is shown respondent profile the customers answered our questions. The
background of the respondents those are easy for our research. It has been shown
Restaurant Cuisine, Gender, Ethnicity, age, country, and income, Regulatory of
eating in this Restaurant, Restaurant Type and Languages of respondent profile.
Descriptive statistics' results in Table 2 revealed that Western cuisine valid
percentage 16.7% Chinese cuisine frequency 98 and 37%,Indian cuisine 21.5%,
Malay cuisine 27.2% and others 3.2%. For the ethnicity Malay is 42.6% and others
are together 5.8% that is shown as the Bangladeshi customers are ethnicity second
highest of them. There are 52.9% male respondents while females are 47.1% also
age showed that those age below 30 is highest of 40.4% percentage and
approaches to the restaurant for having food where 50-59 aged are rare 2.2%.
The Malaysian customers are most of the range that is 92.6%. On the other hand
the monthly income of this surveyed respondents only 3.8% more than 10000 in-
between 2000-4000 basic are the highest percentage 33.3%. Another thing is
regulatory of eating in the restaurant that is verify the intention of the customers to
come again or how many times they are coming in a month that is 49.0%
respondents are coming more than four times in a month. On the other side data
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Trung et al., 2021 59
collected from different types of restaurant where 11.9% of ethnic restaurant and
quick service is 40.1% and the language of respondents basically two that are
Malay and English 70.8%.
Table 2: Respondent profile.
Frequency Percentage
Restaurant Cuisine Western Cuisine
Chinese cuisine
Indian cuisine
Malay Cuisine
Others
52
98
67
85
10
16.7%
31.4%
21.5%
27.7%
3.2%
Gender Male
Female
182
180
50.3%
49.7%
Ethnicity Malay
Chinese
Indian
Others
233
111
12
06
64.4%
30.7%
3.3%
1.7%
Age Less than 30
30-39
40-49
50-59
60 and above
137
112
54
47
12
37.8%
30.9%
14.9%
13.0%
3.3%
Nationality Malaysian
Foreigners
351
11
97.0%
3.0%
Monthly Income (RM) Less than 2000
2000-4000
4001-6000
6001-8000
8001- 10000
More than 10000
127
132
42
37
12
12
35.1%
36.5%
11.6%
10.2%
3.3%
3.3%
Regulatory of eating in
this Restaurant
First time
Once per month
Twice per month
Three per month
Four per month
More than four times
98
48
77
23
7
109
27.1%
13.3%
21.3%
6.4%
1.9%
30.1%
Language Bahasa
English
Mandrine
Others
251
24
81
6
69.3%
6.6%
22.4%
1.7%
4.2 Model measurements
The research used modelling of the structural equation using Smart PLS3. The
research checked reliability and validity of the constructs to assess the model
measurement (Hair, Hult, Ringle, & Sarstedt, 2017). The findings showed that all
Alpha values of Coronbach are above the suggested value of 0.7 (Kannana & Tan,
2005). The findings also reveal that all values for composite reliability are above
0.7 (Kline, 2010). Because of the aforementioned, reliability of the construct is
fulfilled (see table 3). Results highlighted that, Skewness values for all items are
less than one, and variance Inflation Factor (VIF) values are less than 10.
Table 3: Reliability, Composite Reliability, and Average Variance Extracted Measures
Construct α (above 0.7) CR (˃ 0.7) AVE (>0.5)
Restaurant Image 0.882 0.929 0.773
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Perceived Value 0.887 0.900 0.868
Service Disclosure 0.808 0.890 0.740
Commitment 0.800 0.886 0.714
Trust of the Restaurant 0.768 0.935 0.810
Service Quality 0.803 0.911 0.810
Behavioural Intention 0.736 0.904 0.801
4.3. Hypotheses Tests
The significance of regression of dependent variable and protectors indicate the
model of ANOVA findings to show the various measures of all factors and
variables.
Table 4: Significant regression of dependent variable and predictors.
Model Sum of Squares Df Mean Square F Sig.
1 Regression 18.758 4 4.690 28.188 .000a
Residual 51.074 307 .166
Total 69.833 361
a. Predictors: (Constant), Trust, value, image, Service, Service D, Commitment
b. Dependent Variable: Behavioural Intention
According to the results in table 4, it is found that the model component has a
significant effect on improving restaurant's customer behavioural intention
(f=28.188, P<0.01). The results showing that at least one factor has a significant
impact on the dependent variable (behavioural intention).
4.3.1 Results and Discussion
The findings exposed that the four of the six hypotheses measured in the study are
supported and the factors involved in this study are significantly affecting the
customer behavioural intention within restaurant. However, the independent factors
have different effect on the behavioural intention within restaurant. Some factors
were found positively affecting customer behavioural intention, while some others
were found negatively affecting the outcome variable. The interpretation of
positive and negative effects reflects how employees perform their tasks within
restaurant industry. The factors are Trust, value, image, Service, Service
Disclosure, and Commitment.
Table (5) Regression analysis
Coefficientsa
Model Unstandardized
Coefficients Standardized Coefficients
t Sig.
B Std. Error Beta 1 (Constant) 1.526 .317 4.819 .000
image .377 .058 .370 7.338 .000 Service .210 .049 .212 5.205 .038 value .305 .042 .373 7.223 .000 Trust Commitment Service D
.393
.239
.301
.054
.055
.038
.394
.389
.376
7.311 7.006 6.093
.000
.014
.000 a. Dependent Variable: Behavioural Intention
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Trung et al., 2021 61
Respondents perceive four constructs out of six to have positive effect on the
behavioural intention within Malaysian different cuisine restaurant. The perceived
value content is positively affecting behavioural intention (β=0.305 and p<0.01).
This construct depicts the importance of perceived value, and how this supports the
behavioural intention on restaurant industry. Restaurant image which deals with
direct and positive relationship between restaurant image and behavioural intention
(β=.377, and p<0.01). Restaurant image can either enhance or suppress customer
emotions which may influence subsequent behaviors (Reidenbach RE, Sandifer-
Smallwood, 1990). Trust (β=.393, p<0.01) is positively impact behavioural
intention within Malaysian restaurant. During the trust of the restaurant can have a
significant impact on perceptions of the overall quality, which in turn affects
behavioural intention in the restaurant industry (Brady & Cronin, 2001) .The effect
of service discloser on customer satisfaction positively, affect. There is positive
relation with commitment on behavioural intention (β=.301, p<0.01). Harris,
Baron, and Parker 2000, confirmed that service disclosure was common in many
social settings; the topic was largely unexplored in the commercial setting. One
aspect of service disclosure that has received relatively more attention was
customers’ both with the service employees and with fellow customers.
Based on the results, Service quality is a good indicator for behavioural intention
(β=.210, p<0.05), that means good relation among the employees in the
organization is very important, will able to increase the service quality, according
to (Yang, 2004). The demand for good quality catering service is expected to grow
steadily. The results show that, Committeemen (β=.239, p<0.05) is positively
impact behavioural intention within Malaysian restaurant. The influencing factors
(Trust, value, image, Service, Service Disclosure, and Commitment) affect by
38.2% of the variance on the behavioural intention within Malaysian restaurant
(table 6).
Table 6: Regression analysis of predictors
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .618a .382 .359 .40788
5 Conclusions
The empirical result shows that there are significant impact that affect between
independent factors and behavioural intention. Managers of this restaurant might be
able to increase the level of these factors to enhance customers' behavioural
intention. The current study signifies the importance of antecedents on behavioural
intention and significantly effect on it. It also depicts that there is strong significant
relationship between independent factors and behavioural intention (Jinsoo Hwang
et al., 2013). Regression analysis predicts that various factors that effect on
intention all the factor came out with significant path validity or t-value. restaurant
image, service disclosure, commitment, trust of the restaurant, perceived value,
service quality are independent variables that affect the behavioural intention. The
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above factors are found that significant effect on behavioural intention. In terms of
improvement of the organization it is important to utilize the six factors to increase
the productivity, service and reputation. Theoretically, this study extends the
knowledge body of customers' behavioural intention and their buying enriching the
Malaysian restaurant industry. Although the knowledge of employees is important
in quick service restaurant but almost two third of customer question answered and
believed service quality and its service plus responsiveness of employees are the
most important factors of behavioural intention. Bernd Schmidt (2003) cites
experience as important in strengthening expectation suggests that consumer have
more confidence in their behavioural intention faction.
The management of quick service restaurant appears to have two options, first to
encourage brand loyalty so that customers keep away from the competition. If
respondents are a frequent visitor to quick service restaurant, specifically, then their
will expectations will only be higher for the restaurant. A second option would be
to differentiate their service and others qualities around the restaurant so that will
intentions are formed especially for one hand-oven restaurant. Carr, Schmidt, Ford,
& DeShon, (2003) believes discretion (once seen as the enemy of quality) may be
one way to service different expectation segments.
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