Leveraging customers’ multiple identities: identity synergy as a driver of organizational identification

Marketers want to encourage constituents to strongly identify with their organizations, because organizational identification contributes to positive firm outcomes. However, the extant research on organizational identity largely has overlooked the fact that an individual??s ??self?? actually is a collection of multiple social identities. This study is the first to propose and empirically demonstrate that marketers can leverage customers?? multiple societal roles (e.g., parent, environmentalist, professor) to build and reinforce their relationships with the firm. Specifically, the research introduces the concept of ??identity synergy.?? Identity synergy occurs when individuals?? involvement with an organization facilitates their pursuit of other important social identities. Our study shows that customer perception of identity synergy is positively related to identification with an organization. Moreover, the study helps explain the process by which antecedents of organizational identity (identity affirmation, identity support, and value congruence) positively affect customer-firm relationships by proposing and testing identity synergy as a mediator between these antecedents and organizational identification. The study also contributes to our understanding of organizational identity theory by introducing the new concept of peer identification, or identification with other members of the organization, such as other customers or volunteers. The empirical evidence demonstrates identity synergy??s role in building peer identification, as well as peer identification??s role in building organizational identification.     

The global compact: The conservative politics of international tourism

In response to any distributive outcome, politics asks, “who benefits?” and its corollary, “who loses?” Tourism, the world's largest industry, must have a politics; its presence changes the distribution of power and wealth, and promotes some values and groups over others. Yet tourism is deeply depoliticized. A few key characteristics of tourism, combined with basic aspects of the international system, create tendencies and patterns at three levels: the local, the national, and the international. The industry's elasticity means that quantitative projections are less helpful in understanding what politics is, and for identifying prospective winners and losers, than are qualitative sketches outlining how power relationships are elided in different spheres. This essay considers the current state of international tourism, and the infrastructure, national and international, that support and guide it, emphasizing the ideas and practices that keep politics out, and arguing that tourism is to a considerable degree about elites justifying, or mystifying, the status quo, and destinations playing into those expectations.     

Enhancing New Product Adoption at the Base of the Pyramid: A Contextualized Model

Companies are recognizing and pursuing the opportunity to serve the market known as the base of the pyramid (BOP), i.e., consumers who live in poverty in developing countries. The BOP constitutes the largest remaining global market frontier for businesses. Until recently, it has been ignored because of its seeming unattractiveness and insurmountable challenges compared with middle‐ and high‐income markets. However, BOP consumers desire and are able to pay for quality products tailored to their needs. In response, firms are developing new products specific to the demands and conditions of this low‐income population. To innovate effectively, ensuring new products are well received, firms need to know how to enhance new product adoption among these consumers despite the barriers of poverty. We address this need by developing a model of adoption contextualized to the BOP. Based on theories of innovation and poverty, and drawing on the emergent subsistence market literature, we propose that certain new product characteristics, social context dynamics, and marketing environment approaches moderate or counter some of the limits of poverty, making adoption possible. We then discuss the managerial and theoretical implications of our model for innovation practitioners and researchers.     

Enhancing market discipline in banking: The role of subordinated debt in financial regulatory reform

The increasing complexity of large financial firms has led to consideration of alternative regulatory structures. This has intensified recently because of the worldwide turmoil in financial markets. One important consideration has been to increase reliance on market discipline—most notably, increased reliance on subordinated debt (sub-debt) in the bank capital structure to discipline banks’ risk taking. This proposal, however, has been subject to criticism related to the quality of the signal generated in current sub-debt markets. We argue that previous studies evaluating the potential usefulness of sub-debt proposals have evaluated sub-debt spreads in a very different environment from that characterized by a fully implemented sub-debt program, where the market will become deeper, issuance will be more frequent, debt will be viewed as a more viable means to raise capital, bond dealers will be less reluctant to publicly disclose more details on debt transactions, and generally, the market will be more closely followed. As a test to see how the quality of the signal may change, we evaluate the risk-spread relationship—accounting for the enhanced liquidity and market transparency surrounding new debt issues. Our empirical results indicate a superior risk-spread relationship surrounding the period of new debt issuance due, we posit, to greater liquidity and transparency. Our results overall suggest that the degree of market discipline would be significantly enhanced by a mandatory sub-debt program, thus suggesting a potential role for sub-debt in the banking regulatory reform.     

Workplace contextual supports for LGBT employees: A review,meta‐analysis,and agenda for future research

The past decade has witnessed a rise in the visibility of the lesbian, gay, bisexual, and transgender (LGBT) community. This has resulted in some organizational researchers focusing their attention on workplace issues facing LGBT employees. While empirical research has been appropriately focused on examining the impact of workplace factors on the work lives of LGBT individuals, no research has examined these empirical relationships cumulatively. The purpose of this study was to conduct a comprehensive review and meta‐analysis of the outcomes associated with three workplace contextual supports (formal LGBT policies and practices, LGBT‐supportive climate, and supportive workplace relationships) and to compare the relative influence of these workplace supports on outcomes. Outcomes were grouped into four categories: (a) work attitudes, (b) psychological strain, (c) disclosure, and (d) perceived discrimination. Results show that supportive workplace relationships were more strongly related to work attitudes and strain, whereas LGBT supportive climate was more strongly related to disclosure and perceived discrimination compared to the other supports. Our findings also revealed a number of insights concerning the measurement, research design, and sample characteristics of the studies in the present review. Based on these results, we offer an agenda for future research.     

Is there a “Dark Side” to Monitoring? Board and Shareholder Monitoring Effects on M&A Performance Extremeness

Research summary: W e investigate the effects of monitoring by boards of directors and institutional shareholders on merger and acquisition (M&A ) performance extremeness using a sample of M&A deals from 1997 to 2006. Both governance research and legal reforms generally have espoused a “raise all boats” view of monitoring. We instead investigate whether monitoring may serve as a double‐edged sword that limits CEO discretion to undertake both value‐destroying M&A deals and value‐creating ones. Our findings indicate that the relationship between monitoring and M&A performance is more complex than previously believed. Rather than “raising all boats” in a shift towards better M&A outcomes, monitoring instead is associated with lower M&A losses, but also with lower M&A gains . Managerial summary: M ergers and acquisitions (M&A s) are a quintessential corporate activity. There were $3.8 trillion worth of M&A deals in 2015, despite scholars and practitioners reporting that M&A s often perform poorly. We question the widespread belief that more vigilant monitoring by boards of directors and large shareholders will raise M&A performance, overall. Put differently, does monitoring constrain CEO s' discretion to pursue bad deals, while simultaneously encouraging them to pursue good ones? We find that monitoring limits both large M&A losses and large M&A gains. Contrary to widely held beliefs, our results indicate that constraining executives' ability to pursue value‐destroying M&A deals does not simultaneously encourage or enable CEO s to pursue value‐creating deals . Copyright © 2017 John Wiley & Sons, Ltd.     

How Good are Small Firms are Predicting Employment?

This paper utilises some data from an interview survey of very small firms in the North of England to examine the relationship between actual and forecast employment in small firms over a twelve month period. The paper first provides some summary statistics on actual and forecast employment for the survey firms over the reference period. It then looks at how successful the firms are in their short term forecasts, and finds that there is systematic over-estimation. The causes of the systematic forecast error are investigated. It is suggested, tentatively, that the firms may in some way be incorrectly interpreting the information embodied in their own employment figures when making their forecasts. The paper concludes with a brief review of the results and possible policy implications. Avenues for future work are also proposed.     

Instituting the marketing concept in a multinational setting: The role of national culture

A growing concern among international marketing managers is how to increase the market orientation and thereby performance of their transnational organizations. This study broaches this issue by investigating how the marketing concept, the heart of the market orientation, may be established in a multinational setting and the effects of national culture on that process. From a wide array of literature, the authors construct a theoretical framework and propositions on how global organizations may transform this philosophy from an abstract platitude to an operational reality. Their findings suggest that the process consists of complex, interdependent steps—interpretation, adoption, and implementation of the marketing concept. Cultural values shape interpretation and facilitate or impede adoption and implementation. The overall framework and findings can be used to guide institutionalization of the marketing concept across the organizational span, in particular by anticipating culture-based reactions from international subsidiaries. Cheryl Nakata is an assistant professor of marketing at the University of Illinois at Chicago and received her doctorate from the same institution in 1997. Her work appears in theJournal of Marketing, Journal of International Business Studies, Journal of Product Innovation and Management, Marketing Science Institute Working Paper Series, International Marketing Review, and other publications. Her primary interests are in global marketing and marketing management and strategy. K. Sivakumar (Ph.D., Syracuse University, 1992) is the Arthur Tauck Professor of international marketing and logistics at Lehigh University. His research interests include pricing, international marketing, and technology management. His research has been published or is forthcoming in theJournal of the Academy of Marketing Science, International Marketing Review, Journal of Business Research, Journal of International Business Studies, Journal of Marketing, Journal of Marketing Theory & Practice, Journal of Product Innovation Management, Marketing Letters, Pricing Strategy & Practice, and other journals. He has won several awards for research and is on the editorial boards of six scholarly journals.