Social customer relationship management and customer lifecycle value in banking: The mediating and moderating roles of engagement
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Received November 24, 2024;Accepted September 2, 2025;Published October 1, 2025
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Author(s)Link to ORCID Index: https://orcid.org/0009-0000-4502-0564
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Link to ORCID Index: https://orcid.org/0000-0002-5763-2565,
Link to ORCID Index: https://orcid.org/0000-0002-4976-7435,
Link to ORCID Index: https://orcid.org/0009-0003-9621-6315,
Link to ORCID Index: https://orcid.org/0000-0002-2652-1096 -
DOIhttp://dx.doi.org/10.21511/bbs.20(3).2025.10
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Article InfoVolume 20 2025, Issue #3, pp. 129-144
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Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
This study aims to examine how social customer relationship management influences customer lifetime value through the mediating and moderating roles of employee and customer engagement. The research focuses on Vietnam’s banking sector, including state-owned, private joint-stock, and foreign-owned banks. Data were collected through a structured survey targeting 282 bank employees from key departments such as customer service, marketing, and business development, who were selected based on their direct experience with social customer relationship management tools. Results from the Structural Equation Modeling analysis indicate that social customer relationship management significantly enhances customer acquisition (β = 0.162, p = 0.010), retention (β = 0.237, p = 0.000), and expansion (β = 0.251, p = 0.000). Employee engagement acts as both a mediator and moderator, with the strongest moderating effect observed on customer expansion (β = 0.135, p = 0.003). In contrast, customer engagement mediates retention and expansion but does not moderate the relationships. These findings highlight the critical role of employee engagement in maximizing the effectiveness of social customer relationship management strategies and emphasize the importance of engagement-focused initiatives for long-term success in the banking sector.
- Keywords
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JEL Classification (Paper profile tab)M12, M31, G21
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References51
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Tables6
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Figures2
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- Figure 1. Conceptual framework
- Figure 2. PLS-SEM results
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- Table 1. Research sample
- Table 2. Outer loadings, Cronbach’s Alpha, CR, and AVE
- Table 3. Discriminant validity assessment using the heterotrait-monotrait ratio (HTMT)
- Table 4. Collinearity variance inflation factors (VIFs) test
- Table 5. Hypothesis testing
- Table A1. Survey measurements
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Conceptualization
Nguyen Ha Thach, Bui Huy Khoi
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Data curation
Nguyen Ha Thach, Bui Huy Khoi, Pham Thi Kim Thanh
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Formal Analysis
Nguyen Ha Thach, Tran Nha Ghi, Bui Huy Khoi, Pham Thi Hong Ngoc
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Funding acquisition
Nguyen Ha Thach, Tran Nha Ghi, Pham Thi Kim Thanh, Pham Thi Hong Ngoc
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Investigation
Nguyen Ha Thach
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Methodology
Nguyen Ha Thach, Tran Nha Ghi, Bui Huy Khoi
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Project administration
Nguyen Ha Thach, Bui Huy Khoi, Pham Thi Kim Thanh, Pham Thi Hong Ngoc
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Resources
Nguyen Ha Thach
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Software
Nguyen Ha Thach
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Supervision
Nguyen Ha Thach, Tran Nha Ghi
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Validation
Nguyen Ha Thach, Pham Thi Kim Thanh, Pham Thi Hong Ngoc
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Visualization
Nguyen Ha Thach
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Writing – original draft
Nguyen Ha Thach, Pham Thi Kim Thanh, Pham Thi Hong Ngoc
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Writing – review & editing
Nguyen Ha Thach, Tran Nha Ghi
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Conceptualization
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Integrated reporting and financial performance of South African listed banks
Banks and Bank Systems Volume 14, 2019 Issue #2 pp. 128-139 Views: 3303 Downloads: 734 TO CITE АНОТАЦІЯThe recent development of integrated reporting intends to address the limitations associated with corporate reporting practices. This paper aims to examine whether a statistically significant relationship exists between integrated reporting quality and financial performance. Secondary data was used, namely the integrated reports and annual financial statements of South African banks listed on the Johannesburg Stock Exchange (JSE) for 2010–2014. For the period 2005–2009, only the financial statements were used, since integrated reporting was not yet mandatory. The research design was longitudinal and it combined qualitative and quantitative methods. Descriptive statistics and Feasible Generalized Least Square (FGLS) were used to explore the relationships between financial performance and integrated reporting quality. The results indicate that there is a positive relationship between integrated reporting quality (IRQ) and earnings per share (EPS). However, there is no significant relationship between IRQ and Tobin’s q (Q-Ratio), IRQ and return on equity (ROE), IRQ and return on assets (ROA) as well as IRQ and economic value added (EVA). Moreover, there are no significant differences on the financial performance of the listed banks before and after the introduction of integrated reporting.
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The impact of emotional intelligence, employee empowerment and cultural intelligence on commercial bank employees’ job satisfaction
Ayeasha Akhter, Md. Mobarak Karim
, K. M. Anwarul Islam
doi: http://dx.doi.org/10.21511/bbs.16(4).2021.02
Banks and Bank Systems Volume 16, 2021 Issue #4 pp. 11-21 Views: 2720 Downloads: 798 TO CITE АНОТАЦІЯThis paper aims to examine the impact of emotional intelligence (EQ), employee empowerment (EE), and cultural intelligence (CQ) on commercial bank employees’ job satisfaction in Bangladesh. For this purpose, a survey questionnaire was developed based on pre-tested constructs. The study used a convenience sampling technique, supplemented by a non-probability sampling method. 200 bank employees were invited to participate in the survey; finally, 130 responses were received as fully complete, with a 65% response rate. Hence, the sample size is n = 130. Cronbach’s alpha value was used to determine the internal consistency of the study constructs. SPSS version 26.0 was used to analyze the correlation test and hypotheses test. The findings show that emotional intelligence (EQ) with a beta (β) value of 0.510 has a statistical and positive effect on bank employees’ job satisfaction. Also, employee empowerment (EE) with a beta value of (β) 0.418 and cultural intelligence (CQ) with a beta (β) of 0.372 were found to be significant predictors of job satisfaction. This indicates that bank managers should utilize EQ and CQ to increase bank employee satisfaction and focus on employee engagement at the workplace. According to the study, if bank employees become more emotionally stable and culturally intelligent at their workplace, they will be more satisfied with their current jobs. Besides, if bank employees are given more opportunities to carry out their job responsibilities, they will be more satisfied with their jobs. The paper outlines several significant implications for commercial bank managers and offers some notable directions for future research.
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The impact of human resource development practices on employee engagement and performance in Jordanian family restaurants
Amani Abu Rumman, Lina Al-Abbadi
, Rawan Alshawabkeh
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.12
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 130-140 Views: 2549 Downloads: 1605 TO CITE АНОТАЦІЯGiven the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).
The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance.