How power distance belief,self-construal,and relationship norms impact conspicuous consumption

Building on the idea that luxury products can signal the owner's status to others, this research elucidates how fundamental and pervasive social factors—power distance belief (PDB), self-construal, and relationship norms—dynamically impact consumers' preferences for conspicuous consumption. Through three experiments, we found that (1) high-PDB consumers are more likely to prefer conspicuous consumption compared to low-PDB consumers, and this effect is mediated by their need for status; (2) the relationship between PDB and conspicuous consumption is enhanced under interdependent self-construal, attenuated under independent self-construal, and mediated by consumers' need for status; (3) these effects are moderated by relationship norms, such that the positive effect of PDB on conspicuous consumption under interdependent self-construal is attenuated when communal relationships (vs. exchange relationships) are salient. Our conceptualization and findings contribute to the literature on the dynamics of individuals' status-related behavior in social psychology and related fields, and provide important practical applications for luxury businesses.     

Power dynamics in peer-to-peer accommodation: Insights from Airbnb hosts

This study explores power dynamics in peer-to-peer (P2P) accommodation by examining how they manifest in the host-guest relationship. In so doing, it advances understanding on the role of hosts in the P2P practice and contributes insights on the factors conditioning the reciprocity of the P2P exchange. Drawing from power theories, the study uncovers how the interdependencies among hosts, guests and platforms influence power constellations emanating from P2P accommodation growth and reflexively redefine host practice. Specifically, the study illustrates how hosts are attempting to resist power imbalances characterising the exchange and how the dynamic environment of P2P accommodation leads to distinct representations of host types. The study makes explicit a conceptual framework that captures the power shifts noticeable in P2P accommodation that may be of theoretical and practical value to academics and policymakers alike.     

Leader Apology in the Employee–Organization Relationship: The Roles of Subordinate Power Distance Belief and Leader Competence

According to the organizational support theory, leaders' words and deeds are not only the products of their own will but also a reflection of organizations' standpoints. We thus focus on leader apology in the case of organizational transgressions and predict that leaders' apologetic acts are likely to influence employees' organization-oriented attitudes and behaviors. Specifically, leader apology is hypothesized to positively influence employees' perception of organizational support, which in turn, is positively associated with employees' helping and risk taking behavior. Furthermore, drawing upon the organizational support theory that delineates the discretion and value perceived in the employee-organization relationship, we further propose that employees' perceived leader competence and power distance belief serve as two contingencies that influence the relationship between leader apology and employees' perceived organizational support. In particular, this relationship is stronger when employees perceive higher leader competence or hold stronger power distance beliefs. Two multi-wave data collected from hospitality employees support these hypotheses. The findings provide a new perspective to comprehending leader apology within the employee-organization relationship wherein leaders are considered as organizational agents. This research extends the existing literature on leader apology that largely focuses on leader apology following leaders’ transgressions and leader-oriented outcomes.     

The distinct influence of power distance perception and power distance values on customer satisfaction in response to loyalty programs

In today's fiercely competitive environment, firms are increasingly relying on loyalty programs to influence customers' repeat purchase behavior. However, little is known about how customers' cultural values shape their satisfaction in response to loyalty programs. Such knowledge is important because it allows marketers to identify cultural segments that may be more or less likely to respond favorably to loyalty programs, and hence increase the effectiveness of such programs. In the current research, we propose that power distance perception — defined as the extent to which people observe power disparities in society — positively influences satisfaction of customers who hold loyalty status, but negatively influences satisfaction of customers who do not hold loyalty status with a firm. In contrast, power distance values — defined as the extent to which people endorse power disparities in society — negatively influences satisfaction of customers who hold loyalty status, but positively influences satisfaction of customers who do not hold loyalty status with a firm. A quasi-field study and several lab experiments support these propositions, shed light on the underlying mechanisms, and rule out alternative explanations. Our findings also uncover several distinct tools that marketers could use to influence non-loyalty status and loyalty status customers' satisfaction with businesses.     

Beyond close vs. distant ties: Understanding post-service sharing of information with close,exchange, and hybrid ties

Customers' post-service sharing of information (PSSI) occurs with a range of social ties typically conceptualized in terms of closeness/tie strength. We extend this research by orthogonally crossing the dimension of closeness with exchange to define close, exchange, and hybrid ties. Study 1, a survey of actual PSSI behavior, supports our conceptualization regarding the dimensions of closeness and exchange defining audiences for PSSI. Study 2, a survey of PSSI intentions, further supports the significance of this extended conceptualization by showing that a model with close, exchange, and hybrid ties has a significantly better fit than a model with only close ties. We provide further evidence of the significance of these three ties by showing that service outcome and process have distinct effects on PSSI to each social tie. Satisfaction has a non-linear effect on PSSI to close ties, and positive and negative linear effects on exchange and hybrid ties respectively. Further, satisfaction is the sole predictor of PSSI to close ties, whereas satisfaction, provider status and customer power interactively drive PSSI to exchange and hybrid ties. Thus, considering close, exchange, and hybrid ties enables a more comprehensive understanding of PSSI.     

Information,market power,and price volatility

We consider demand function competition with a finite number of agents and private information. We show that any degree of market power can arise in the unique equilibrium under an information structure that is arbitrarily close to complete information. Regardless of the number of agents and the correlation of payoff shocks, market power may be arbitrarily close to zero (the competitive outcome) or arbitrarily large (so there is no trade). By contrast, price volatility is always lower than the variance of the aggregate shock across all information structures. Alternative trading mechanisms lead to very distinct bounds as a comparison with Cournot competition establishes.     

传统产业集群企业区域价值链市场势力塑造路径

本文对传统产业集群企业如何塑造区域价值链(RVC)市场势力的路径和方法进行研究,以中国南珠产业集群企业为案例,归纳、总结出传统产业集群企业在RVC市场势力塑造过程中的企业家才能和战略定位、文化认同的具体特征,析取概念并建立了“企业家才能”和“文化认同”双重作用的RVC市场势力塑造和突破攻略的理论框架。研究发现,企业家才能通过战略定位实现对传统产业集群企业的RVC市场势力塑造,通过文化认同实现对市场的控制,而在此过程中技术和市场双重控制是常规手段。在数字化条件下,利用数字手段和社会资本,与全球市场建立联结也是传统产业集群企业的一大特色。“企业家才能”和“文化认同”策略是传统产业集群企业获取RVC市场势力并成功充当国际主导企业的关键因素,发展中国家的企业可立足以文化认同为基础的RVC市场势力塑造与传递机制来驱动价值链延伸。     

意义、困境与向路:我国地方人大立法协商研究

立法协商是地方人大实现科学立法、民主立法和依法立法的有效途径和重要举措。随着我国立法实践的发展,虽地方立法协商工作取得了卓著成效,但也存在着诸多待解难题,如立法协商主体角色定位不清、实现过程有待明确、意见收集渠道缺失等。鉴于此,地方人大立法应充分体现地方人大主导地位、实现立法协商制度化规范化、紧紧依靠人民群众开展立法协商,进而以协商民主的方式为地方立法工作凝聚共识、汇集民智。     

To push performance,check the leader’s power motive

The power motive, defined as the desire to impact the behavior and emotions of another person, has long been controversial. On one side, the exercise of power has been put forth as a fundamental human need greater in strength than the need to survive. On the other, it has been vilified for its potentially devastating consequences. We argue the latter view is distorted, and, by relying too heavily on it, we have come to misunderstand the essential nature of power and its use by leaders charged with driving performance. It is not the power motive that leads to corruption and tyranny, but rather how the power motive is channeled into behavior by other personality factors. Consequently, those charged with leader selection should place greater emphasis on how individuals with strong power motives differ in how they channel power. Doing so will support the selection of executives best equipped to deliver organizational performance.