Influencing Factors of Customers' Behavioural Intention ...

CUeJAR Volume 3 | Issue 1 | 2021

City University eJournal of Academic Research (CUeJAR)

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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.

([email protected])

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),


Customers' Behavioural Intention within Malaysian Restaurants

50

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,



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



52

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.



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,



54

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



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 significant 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



56

& 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).



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



58

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



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



60

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



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



62

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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