Disentangling location-based advertising: the effects of location congruency and medium type on consumers' ad attention and brand choice

Research on location-based advertising (LBA) suggests that the merits of LBA lie in the fact that consumers can be targeted with location-congruent ads on their personal mobile devices. However, LBA consists of two underlying constructs: a mobile (vs. point-of-sales) advertising medium and location congruency (vs. location incongruency). This study aims to disentangle these underlying constructs by showing that they differentially affect the efficacy of an ad. Using a virtual reality lab experiment, this study shows that location-congruent ads result in increased choice for the target brand as compared to location-incongruent ads, independent of medium type. However, in location-incongruent situations, mobile ads attracted more attention than point-of-sales display ads. The advantages of LBA thus do not seem to emanate from medium type, but rather from the congruency between the ad and product location. When the ad is received at a different location than the product, the mobile medium is able to enhance consumers' ad attention.     

Do the physical facilities in restaurants match older Americans’ preferences?

This study investigated restaurants’ response to the aging population’s preferences. Gaps between previously identified preferences and current restaurant design were examined. The observational survey assessed: parking and outside accessibility, comfort and inside accessibility, menu readability, and restrooms. Occasional gaps were found even though restaurants were generally well-designed. Casual dining restaurants were more likely to meet consumer preferences as to the exterior, seating, and service. Limited-service restaurants better met preferences for the bathrooms, lighting, and sound. This information may be helpful when building or remodeling restaurants and may help restaurants to attract older customers.     

On tap: Foodservice operators’ perceptions of a wine innovation

An online survey explored foodservice operators’ (N = 57) perceptions of wine-on-tap, a recent trend in the United States. Adopters (39.1%) considered themselves more innovative, willing to take risks, and influential on others’ opinions than nonadopters (60.9%). Foodservice operators who currently offer wine-on-tap utilized interpersonal information sources (e.g., distributors) more frequently than nonadopters. Additionally, adopters perceived wine-on-tap’s characteristics more positively than nonadopters, indicating wine-on-tap was significantly easier to use than bottled wine. Among other implications, networking stood out as an important driver of innovative behavior in the foodservice industry.     

Distance in organizations

There is perhaps no construct that is so fundamental to interpersonal interactions in organizations, yet so incompletely understood, than distance. Part of the difficulty in developing a comprehensive and informed understanding of the role distance plays in organizations is that theory and research in this area have been quite fragmented, focusing on narrow aspects of the construct and lacking the integration necessary to build a more general knowledge base. For example, Graen (1976) has contributed greatly to our understanding of one aspect of distance, presenting a model based on role theory whereby in-group and out-group members are hypothesized to enjoy different rewards, benefit from different leadership behaviors, and experience different levels of satisfaction and performance ratings based on relative closeness (or distance) in their working relationship with their supervisor. Other researchers have explored the phenomena of psychological distance (Rothaus, Morton, & Hanson 1965), spatial distance (Kerr & Jermier 1978; Ferris & Rowland 1985), and physical distance (Sundstrom, Burt, & Kamp 1980; Sundstrom 1986) in the supervisor-subordinate relationship. This research, although a good starting point, does not adequately define or integrate the various aspects of distance in organizations. This article represents an effort to develop a broader and more extensive understanding of the role distance plays in organizations by integrating the various types of distance into a theoretical model. A model of Dyadic Distance in the supervisor-subordinate relationship is presented which develops the new constructs of Dyadic, Psychological, Structural, and Functional Distance, examines their process dynamics and impact on Human Resource Management issues such as performance evaluations and turnover, and proposes needed directions for future research in this important area.     

Comparing Big Givers and Small Givers: Financial Correlates of Corporate Philanthropy

In a departure from the traditional studies of corporate philanthropy that focus on board composition, advertising, and social networks, the authors investigate the financial correlates of corporate philanthropy. The research design controls for firm size and industry while observing firms from a variety of industries. The sample contains matched pairs of generous and less generous corporate givers. The authors find, as hypothesized, a positive relationship between a firm's cash resources available and cash donations, but no significant relationship between corporate philanthropy and firm financial performance, regardless of whether corporate philanthropy is measured as cash payouts or the aggregate contributions that charities actually receive, and regardless of whether financial performance is gauged using accounting measures or market measures. Whereas the link between available resources and corporate philanthropy is well accepted in the literature on corporate social responsibility, it has been rarely tested and never so definitively found as in this research.     

Market makers as information providers: The natural experiment of STAR

Market makers are financial intermediaries who are supposed to provide additional liquidity, but do not have any information-related obligation. This paper studies the unique case of the Italian Stock Exchange, where market makers are also obliged to facilitate information disclosure about the firms they cover. We focus on a group of small/medium capitalization stocks (STAR) that are assigned a designated market maker (DMM) starting from 2001. We show that their liquidity requirements are not binding during the sample periods and that the main impact of DMMs' introduction is due to their obligations on information provision. We find that DMMs' activity as information providers reduces spread and price volatility, the probability of informed trading (PIN), and the adverse selection component of the spread. An event study provides evidence that the information released through DMMs is perceived as useful by market participants.