Antecedents and consequences of the quality of e-customer-to-customer interactions in B2B brand communities

The opportunities that interactions in business-to-business (B2B) brand communities offer companies as well as brand community members have already been recognized by B2B firms, but are still an underexplored field of B2B academic marketing research. To provide a first step in analyzing B2B brand communities, we develop a conceptual framework of the quality of customer-to-customer (C2C) interactions in B2B brand communities by drawing on several theories and concepts (e.g., social exchange theory, uses and gratifications approach and value-in-the-experience). Based on an online survey (n = 330) spanning three virtual B2B brand communities in the IT-sector, we test our framework using structural equation modeling. Our results reveal that brand trust has a positive impact on brand community trust. Brand community trust leads to an increase in the quality of C2C interactions in B2B brand communities. Furthermore, we demonstrate that the quality of C2C interactions in B2B brand communities has a positive impact on functional, experiential, and symbolic brand community benefits, which, in turn, foster brand loyalty.     

Worker–Plant Matching and Ownership Change*

Is a change in ownership an opportunity for the new owners to make systematic changes to the workforce of the acquired plant? Using matched employer–employee data, we document changes to the workforce along observable and unobservable dimensions of worker quality around the time of ownership change. We observe above-average separations of workers around domestic acquisitions. This is associated with a decline in unobserved worker quality in the plant. Foreign acquisitions are not associated with above-average worker turnover; instead, new foreign owners share rents with the high-skilled workers who are already in the plant before the acquisition.     

Payday-loan bans: evidence of indirect effects on supply

In November 2008, Ohio enacted the Short-Term Loan Law which imposed a 28% APR on payday loans, effectively banning the industry. Using licensing records f     

Wampler, Brian: Participatory Budgeting in Brazil — Contestation, Cooperation, and Accountability Penn State Press, Pennsylvania 2007, 312 S., ISBN: 9780271032535, 27,99 zs

Praxis | MagazinLeseliste Top 5: Controlling in Emerging Economies

Julian Marr/Cherry Reynard: Investing in Emerging Markets — The BRIC Economies and Beyond Wiley-Verlag, Chichester 2010, 256 S., ISBN: 9780470748251, 44,99 zs     

Disclosure of Energy Operating Cost Information: A Silver Bullet for Overcoming the Energy-Efficiency Gap?

Consumers frequently act contrary to rational economic theory by overvaluing an initially higher purchase price while heavily discounting future energy operating costs. One opportunity to help limit the scale of over-discounting is to fully disclose the energy consumption of a product, e.g., by means of an energy label. However, not only the availability of information, but also the way in which specific information about the energy consumption is framed, is likely to affect how individuals discount future operating costs. A cost accuracy estimation experiment reveals that disclosing annual energy operating costs for the product category of televisions might risk assisting consumers in realising that the possible energy operating cost savings fall below initial estimates. A subsequent choice-based conjoint experiment shows that disclosing annual energy operating costs thus affects consumers by causing them to discount future energy operating costs of a television more heavily than when the information is disclosed in the form of “watts.” Owing to the power of the reversed “pennies-a-day” effect, disclosing lifetime energy operating cost information, however, proves to be most effective in guiding consumers towards more energy-efficient shopping behaviour. Implications for consumer policy and suggestions for future research are discussed.     

On the role of alliance management capability,organizational compatibility,and interaction quality in interorganizational technology transfer

Interorganizational technology transfer (ITT) is a key component of firms' innovation processes. ITT involves purposeful, goal-oriented interactions between two or more organizations to exchange technological knowledge and/or artifacts and rights. Using the relational view, this study develops and empirically tests a research framework that incorporates key factors of technology transfer success to answer three questions: (1) How do various managerial routines and procedures that as a whole reflect a firm's alliance management capability influence interaction quality in ITT? (2) How does interaction quality in turn influence technology transfer success? (3) Which configurations of organizational and interactional factors contribute to technology transfer success? By examining the causal chain from alliance management capability through interorganizational interaction quality to technology transfer success, this study explains linkages between important antecedents and consequences of interaction quality and thus contributes to a better understanding of the interorganizational exchange processes that determine technology transfer success.     

Picking “Lemons” or Picking “Cherries”? Domestic and Foreign Acquisitions in Norwegian Manufacturing*

We compare the performance in employment, wages and productivity for domestic plants acquired by new domestic and foreign owners. Prospective foreign owners pick large, high‐wage, high‐productivity plants, while new domestic owners choose average performers of above‐average size. Employment, labour productivity, and total factor productivity decline in domestic acquisition targets before acquisitions; only wages recover afterwards. Employment, wages and labour productivity increase after foreign acquisitions. The sample selection introduced by long‐term comparisons and a focus on unique events introduces a downward bias into the results for domestic acquisitions and an upward bias for the foreign acquisitions.