Natural resource rents and internal conflicts: Can decentralization lift the curse?

We study how natural resource rents affect the risk of internal conflict within countries and how the federal structure of countries influences this relationship. Natural resource abundance may induce excessive rent-seeking and thus increase the risk of internal conflict. Fiscal and political decentralization as an institutional arrangement for rent-sharing and political codetermination of regions within a country may limit the destructive effect of natural resource rents on internal stability. Using cross-country and panel data from more than 90 countries covering the period 1984–2004, we find evidence that natural resource rents indeed increase the risk of internal conflict, but this relationship is significantly mitigated by political decentralization.     

Customer experience management: toward implementing an evolving marketing concept

Although research continues to debate the future of the marketing concept, practitioners have taken the lead, appraising customer experience management (CEM) as one of the most promising marketing approaches in consumer industries. In research, however, the notion of CEM is not well understood, is fragmented across a variety of contexts, and is insufficiently demarcated from other marketing management concepts. By integrating field-based insights of 52 managers engaging in CEM with supplementary literature, this study provides an empirically and theoretically solid conceptualization. Specifically, it introduces CEM as a higher-order resource of cultural mindsets toward customer experiences (CEs), strategic directions for designing CEs, and firm capabilities for continually renewing CEs, with the goals of achieving and sustaining long-term customer loyalty. We disclose a typology of four distinct CEM patterns, with firm size and exchange continuity delineating the pertinent contingency factors of this generalized understanding. Finally, we discuss the findings in relation to recent theoretical research, proposing that CEM can comprehensively systemize and serve the implementation of an evolving marketing concept.     

Understanding the adoption of new brands through salespeople: a multilevel framework

So far there has been scant empirical attention paid to the role of the sales force in the adoption of new brands in the early implementation stages. We test a framework of internal (sales manager and salespeople) brand adoption using an empirical multilevel study. Our findings suggest that the construct of expected customer demand (ECD) plays an important role in sales force brand adoption. First, ECD directly influences salespeople’s and sales managers’ brand adoption. Second, ECD serves as a cross-level moderator of new brand adoption transmission. We find the influence of sales managers’ brand adoption on salespeople’s brand adoption to be stronger when salespeople’s ECD is lower.