Journal of the Academy of Marketing Science

Authenticity in the consumption context is an important topic within the marketing literature. This article explores authenticity's multiplicity of meanings within the MG brand subculture of consumption. An ethnographic approach guided data collection, which included participant observation, photo and document reviews, informal conversations, and formal, in-depth interviews with 58 MG owners. The data show that MG owners gain a sense of authenticity in the consumption context via the object and its ownership, consumer experiences, and identity construction and confirmation. As an object, an MG is authentic if it broaches an ideal standard and preserves the brand heritage. An MG experience is authentic when an owner interacts with the car through driving and self-work activities. Finally, an MG owner authenticates his or her identity through role performance and communal commitment. Implications are discussed in light of brand management.

The consumer satisfaction literature has not, for the most part, integrated individual values into the product evaluation process. Yet a comprehensive understanding of consumer satisfaction can best be attained by including both consumer and product factors. To demonstrate the usefulness of including individual values, this research focuses on one consumer value, namely, materialism. The authors empirically explore how this individual value is linked to consumers' evaluations of products they have purchased. Using surveys, the authors collected data from a sample of college students (n =211) and a sample of adults (n =270). Across these two studies, using divergent samples and products, they find consistent evidence that materialism is negatively related to product satisfaction in product categories with high potential for status signaling, but unrelated to product satisfaction in product categories with lower potential for status signaling. The consumption goals that produce these product evaluations are empirically addressed

Most prior research on bundling from a consumer perspective has focused on how bundles are processed, particularly from a prospect theory or mental accounting perspective. In contrast, relatively little research has examined the factors that might drive consumer preference for bundles versus individual items. This article addresses one such factor: the potential to reduce search and assembly costs. Through exploratory interviews and two laboratory experiments, the authors show that preference for a bundle is greater when bundle choice will reduce search effort than when it will not, particularly among consumers who are less motivated to process information.

This study used a critical incident survey with both qualitative and quantitative sections to investigate noncomplainers. Noncomplainers are customers who experience service failures but do not voice complaints. The qualitative study (n = 149) explored reasons why customers do not complain after experiencing service failures. In the quantitative study (n = 530), two kinds of noncomplainers who either (a) received organization-initiated recoveries or (b) exited the encounters without recoveries were compared with three kinds of complaining customers who received (a) satisfactory recoveries, (b) dissatisfactory recoveries, or (c) no recoveries. The five customer groups were compared across repurchase intentions, negative affect, perceived regret, and intentions to engage in negative word of mouth. The results of the comparative analyses challenge existing views of noncomplainers' repurchase intentions and negative outcome levels.

By integrating research from attitude challenge matching and consumer alignment and judgment revision, the authors explore how firms can position brands to insulate them from negative publicity and how consumers evaluate brands in reaction to such publicity. They introduce an important moderator of brand evaluation revision, prior brand attitude certainty, and propose that when negative publicity matches or “align”. with the basis of a brand attitude, certainty in that attitude interacts with the attitude, determining the affect of the negative publicity on brand evaluations. The results of two experiments suggest that prior brand attitudes held with high certainty tend to “insulat”. brands, even when negative publicity matches or aligns with the bases of brand attitudes, whereas brand attitudes held with low certainty may exacerbate the effects of negative event publicity. The results also show that multiplex positioning (positioning a brand with both performance and values-based attributes) may insulate brands more effectively from negative publicity.

Although much of the existing research on employee sabotage and deviance focuses on the manufacturing sector, studies have also found evidence of deliberate employee misbehavior in a variety of service settings. In this study, the authors conceptualize and test a model of service sabotage dynamics that incorporates both the antecedents and the consequences of such behaviors. In doing so, the study contributes contemporary empirical evidence of factors associated with the deliberate sabotage of service by frontline customer-contact personnel. Using a survey-based approach, the authors collected data from 259 respondents from a sample of 1,000 respondents. The findings largely support the hypothesized antecedents of service sabotage and show that a range of individual characteristics, management control efforts, and perceived labor market conditions are linked with service sabotage. Furthermore, the analysis suggests that service sabotage behaviors are associated with individual and group rewards, effects for customers, and other performance measures.

In several product categories, it is typical to release products sequentially to different markets and customer segments. Conventional knowledge holds that the roles of various product success drivers do not differ significantly across these sequential channels of distribution. The authors examine sequential distribution channels within the motion picture industry and develop a model that proposes that such differences exist between a primary (short-and long-term theatrical box office) and a sequential (video rental) channel. The authors test their model with a sample of 331 motion pictures released in theaters and on video during 1999-2001 using partial least squares. Results reveal differences in the impact of success factors across channels. For example, cultural familiarity enhances box office success but relates negatively to video rental success, and distribution intensity and date of release enhance box office outcomes but have no impact on rental revenues.

The increasing implementation of self-managing teams (SMTs) in service delivery suggests the importance of developing confidence beliefs about a team's collective competence. This research examined causality in the linkage between employee confidence beliefs and performance for boundary-spanning SMTs delivering financial services. The authors distinguish between task-specific (i.e., team efficacy) and generalized (i.e., group potency) employee confidence, as well as between customer-based (i.e., customer-perceived service quality) and financial (i.e., service revenues) performance. They analyzed employee and customer survey data as well as financial performance data from 51 SMTs at two points in time using lagged analyses. The findings reveal divergent results for team efficacy and group potency, suggesting that team efficacy has reciprocal, causal relationships with service revenues and customerperceived service quality. In contrast, group potency has no causal relationship with service revenues. Finally, customer-perceived service quality predicts group potency, whereas no evidence for the reverse effect is provided.

Extant research has largely ignored the phenomenon of interorganizational teams, which consist of members from both supplier and customer companies. This study examines the degree to which team interorganizationality influences team performance in a business-to-business context. On the basis of resource-dependence theory and boundary theory, the author argues that team interorganizationality positively influences team effectiveness, particularly when uncertainty is high. The hypotheses testing is based on multiple informant data collected from members and leaders of 225 teams in various industries. The results show the positive influence of team interorganizationality on team effectiveness. In addition, uncertainty-related moderator variables (company-related, market-related, and technological uncertainty) strengthen the link between team interorganizationality and team effectiveness.

Extensive research has documented how firms' learning orientation and memory are related to organizational performance. The objective of this study is to examine the moderating role of turbulence on the relationships between firms' learning orientation and memory and their organizational performance and innovativeness. The study also provides insight into the differential relationships of firms' learning orientation and memory to their performance and innovativeness. Using survey data collected from 200 supply management professionals, the results suggest that the extent to which learning and memory are associated with organizational performance is contingent on the level of environmental turbulence. Specifically, under low environmental turbulence, learning orientation and organizational memory appear to be related to performance and innovativeness; however, under high environmental turbulence, only learning orientation is a useful predictor.

This study proposes an integrated framework explaining loyalty responses in high-involvement, high-service luxury product markets. The model is rooted in the traditional (attribute satisfaction)-(overall satisfaction)-(loyalty) chain but explicitly incorporates facility versus interactive service quality, trust, specific asset investment (SAI), and product-market expertise. The authors focus on disentangling the direct versus indirect effects of model constructs on attitudinal versus behavioral loyalty responses. The results support the traditional chain but also show loyalty can be increased by building a trustworthy image and creating exchange-specific assets. The authors found that overall satisfaction is the precursor both to loyalty and to building SAI. Finally, consumers have different costs in reducing adverse selection problems with information, and thus the negative effect of product-market expertise on behavioral loyalty needs to be controlled if the direct versus indirect effects of model constructs on loyalty are to be disentangled.