The Impact of the Interaction of Utilitarian and Informational Reinforcement and Behavior Setting Scope on Consumer Response

The influence of the environment on the emotional responses and behaviors of consumers has been well established in the consumer behavior literature. The Behavioral Perspective Model (BPM) assumes that utilitarian reinforcement, informational reinforcement, and consumer behavior setting scope are independent dimensions of environmental influence, which can combine in particular consumption situations to produce consumer behavior. This paper empirically examines the possibility of interactions among these dimensions by means of the pleasure, arousal, and dominance (PAD) emotional variables. The PAD variables have been shown to mediate consumer behaviors such as the desire to stay or escape from the setting, to affiliate with others, and the willingness to spend money and consume. The results, showing an interaction between pleasure and arousal in high‐pleasure environments, which then leads to increased approach behavior, seem to confirm the synergistic effects of utilitarian reinforcement and informational reinforcement on behavior. This study appears to be the first to find and investigate a three‐way interaction between pleasure, arousal, and dominance in the context of purchase and consumption. This interaction suggests that the three structural dimensions of the BPM combine to produce consumer behavior. It also highlights the important role of consumer behavior setting scope in consumer situations maintained by intermediate patterns of reinforcement. The implications of these findings for theory and marketing management are discussed.     

An assessment of value creation in mobile service delivery and the moderating role of time consciousness

This study focuses on the perceived utilitarian value of a new service delivery mode, the mobile channel. The authors develop a framework that incorporates three mode-specific benefits - time convenience, user control, and service compatibility - as well as two costs - perceived risk and cognitive effort - as antecedents of perceived value. Because of the pervasiveness of time criticality as a value-added characteristic of the mobile channel, they also investigate the moderating influence of consumers’ time consciousness. They empirically investigate the model using mobile brokerage services as an illustrative application. The results reveal that the identified antecedents, with the exception of service compatibility, have a strong impact on mobile channel value perceptions, which in turn influence behavioral intentions. The authors also find that time consciousness moderates the aforementioned relationships.     

Family Firms and Labor Productivity: The Role of Enterprise‐Level Bargaining in the Italian Economy

We investigate the role of Italian firms in labor productivity performance. We find that family‐owned firms have lower labor productivity than their non‐family counterparts. In a second step, we estimate the role of firm‐level bargaining (FLB) to determine whether family‐controlled firms that adopt this type of bargaining may partially close the gap in terms of labor productivity with their non‐family competitors. Our results, obtained through IV estimation to control for endogeneity bias, suggest that enterprises under family governance achieve significant labor productivity gains—greater than those achieved by their non‐family counterparts—when they adopt firm‐level bargaining.     

Complementing open innovation in multi-business firms: practices for promoting knowledge flows across internal units

Over the past decades open innovation (OI) practices have gained prominence among both scholars and practitioners as a mean to accelerate time-to-market and reduce development costs of innovations. Thereby scholars have nearly exclusively focused on cross-boundary knowledge flows between the focal firm and (its) external collaborators. This paper argues that such a focus limits our understanding of how multi-business firms with a diverse knowledge base profit from internally applied open innovation practices that in turn provide complementary benefits to OI. We build on the current literature by investigating and describing OI activities that are conducted within the boundaries of the multi-business firm. Based on a multiple case study of 23 collaboration practices conducted across 14 firms, our findings reveal 5 archetypal forms of internally applied open innovation activities. We draw on the literature of cross-divisional innovation and crowdsourcing to highlight how these archetypes differ in terms of their purpose and underlying managerial processes. Multi-business firms regularly rely on internal practices due to lower transaction costs and for stimulating a collaborative culture. We conclude that internally applied OI practices are effectively stimulated by a combination of non-monetary reward systems and purposive integration mechanisms.     

Employee Mental Illness: Managing the Hidden Epidemic

While the high prevalence of mental illness in workplaces is more readily documented in the literature than it was ten or so years ago, it continues to remain largely within the medical and health sciences fields. This may account for the lack of information about mental illness in workplaces (Dewa et al. Healthcare Papers 5:12–25, 2004) by operational managers and human resource departments even though such illnesses effect on average 17 % to 20 % of employees in any 12-month period (MHCC 2012; SAMHSA 2010; ABS 2007). As symptoms of mental illness have the capacity to impact negatively on employee work performance and/or attendance, the ramifications on employee performance management systems can be significant, particularly when employees choose to deliberately conceal their illness, such that any work concerns appear to derive from issues other than illness (Dewa et al. Healthcare Papers 5:12–25, 2004; De Lorenzo 2003). When employee non-disclosure of a mental illness impacts negatively in the workplace, it presents a very challenging issue in relation to performance management for both operational managers and human resource staff. Without documented medical evidence to show that impaired work performance and/or attendance is attributable to a mental illness, the issue of performance management arises. Currently, when there is no documented medical illness, performance management policies are often brought into place to improve employee performance and/or attendance by establishing achievable employee targets. Yet, given that in any twelve-month period at least a fifth of the workforce sustains a mental illness (MHCC 2012; SAMHSA 2010; ABS 2007), and that non-disclosure is significant (Barney et al. BMC Public Health 9:1–11, 2009; Munir et al. Social Science & Medicine 60:1397–1407, 2005) such targets may be unachievable for employees with a hidden mental illness. It is for these reasons that this paper reviews the incidence of mental illness in western economies, its costs, and the reasons why it is often concealed and proposes the adoption of what are termed ‘Buffer Stage’ policies as an added tool that organisations may wish to utilise in the management of hidden medical illnesses such as mental illness.     

Outsourcing the pain,keeping the pleasure: effects of outsourced touchpoints in the customer journey

Journal of the Academy of Marketing Science - Firms struggle to manage touchpoints in their customer journey that consumers perceive as dissatisfying. Based on attribution theory and associative...     

Opting Out,Collective Contracts and Labour Flexibility: Firm-Level Evidence for The Italian Case

This article analyses the role of deviations from higher level collective agreements adopted in firm-level bargaining to regain higher labour mobility, net positive employment effects and a resurgence of labour productivity. Using Italian firm-level data, after performing preliminary pooled ordinary least squares and fixed effects estimates, we adopt a difference-in-difference approach combined with a propensity score matching. All the estimations show that opting out clauses notably increases both hiring and separations, but without significant variations in terms of net employment. In addition, no significant labour productivity gains are obtained. The only significant change concerns the increase in the share of temporary workers.     

Tax breaks for incentive pay,productivity and wages: Evidence from a reform in Italy

This paper analyses the impact of a tax break on incentive pay (introduced in Law n. 208/2015) on labour productivity and average wages in Italian firms. We use a unique source of firm-level information drawn from a large representative survey of Italian firms merged with the ORBIS archive. By applying difference-in-differences methods, we obtain the following results. First, the tax break has a positive effect on both labour productivity and average wages, although the positive effect on average wages is not confirmed by robustness tests. Second, productivity impacts are mainly driven by family firms in northern regions, where firms benefit from the more dynamic business environment in which they operate. These results take into account unobserved heterogeneity and endogeneity issues.