The effect of enduring,situational, and response involvement on preference stability in the context of voting behavior

A conceptual model of the relationships between enduring, situational, and response involvement is proposed and tested in the context of decision-making associated with a political election. Specifically, the model concerns relationships between involvement, knowledge, confidence, and the stability of preference for a specific candidate over time. Empirical support for the proposed model is found, and implications for involvement researchers and political marketers are offered.     

An examination of free elicitation and response scale measures of feelings and judgments evoked by television advertisements

Recent research has examined the role of feelings and judgments evoked by television advertisements through the use of large batteries of rating scales. In this study, free elicitations of feelings and judgments about ads are compared to scale responses. Some potential problems pertaining to the use of large batteries of items to measure feelings and judgments are illustrated, and complementary aspects of the two measurement approaches suggest some advantages of the concurrent use of both in gauging responses to ads. Results across both approaches confirm the importance of assessing feelings in models of the antecedents of attitude toward the ad and suggest that feelings explain about as much variance in Aad as do judgments.     

The two faces of organizational information

Organizational information, i.e. “facts” given and taken, and inferences drawn and established by participants within an organizational situation, may be examined in terms of its import to the relationship between an organization and its environment. A “locus” for organizational information is established in which information is classified as: (a) either inner- or other-directed: (b) either internally- or externally-based; and (c) either self- or other-referencing. Examples of organizational information in each of the eight possible categories are readily identified. Much, if not most, organizational information is probably best regarded as “two-faced”, i.e. as the product of inner- and other-directed needs taken together. For this reason, the basis, or justification of any item of organizational information is often obscure. This is seen to have consequences for organizational self-learning and self-delusion, and for the maintenance of organizational credibility and organizational secrets.     

The Stock Market Reaction to Investment Announcements: The Case of Individual Capital Expenditure Projects

In this paper we provide novel evidence about the market reaction to capital expenditure announcements in the UK using a sample of nearly 500 disclosures made between 1989 and 1991. First, we show that the market reaction to joint venture announcements is significantly positive, whilst similar announcements from individual companies do not elicit any response. Second, we find that the market reaction to single company investments is positively related to the size of the expenditure, but only for projects which immediately generate cash. Finally, we report that the variability in the market response to announcements which follow large cash inflows is significantly lower than the variability in investors' reactions to announcements which are not preceded by such inflows.