Suchergebnisse

Abstract
Production waste, or inefficiencies in product manufacturing, is a major contributor to environmental problems. Consider production waste in garment manufacturing—which has been criticized for wasteful use of natural resources (e.g., using excessive water and fabric) and wasteful disposal of resource residuals (e.g., discarding excessive wastewater and fabric scraps). The present research examines consumer reactions to production waste and its mitigation as a function of whether it is characterized in terms of resource use versus disposal. A series of seven studies (including field and secondary data) finds that (i) consumers are less sensitive to wasteful resource use than disposal due to lower perceptions of environmental harm; (ii) likewise, consumers are less sensitive to waste mitigation targeting resource use than disposal due to lower perceptions of environmental benefit; and (iii) these waste reaction differences are attenuated when resource scarcity or long-term orientation is heightened (which increases consumer sensitivity to resource use). Together, this research sheds light on how, why, and when consumers are averse to production waste, while providing guidance regarding interventions focused on fighting production waste and promoting sustainability.

Abstract
This research proposes that consumers vary in their response to company moral transgressions as a function of power distance belief (PDB), which is the extent that consumers accept inequality (a prominent moral principle). Specifically, consumers with lower PDB tend to feel more empathy for victims, which in turn heightens harm perceptions and negative moral emotions, leading to less favorable reactions toward the transgressing company. A series of nine studies and four supplementary experiments provides converging evidence for the PDB effect and underlying empathy-based process, while identifying victim salience and company crisis response strategy as theoretically and pragmatically relevant moderators. Specifically, the PDB effect emerges when victim salience is high (evoking greater empathy among lower-PDB consumers) but is attenuated when victim salience is low (and empathy is not evoked). Likewise, the PDB effect on company evaluations can be mitigated when the transgressing company offers both an apology and remedy, which together signal the company's empathy for victims and remedy for harm that are salient to low-PDB consumers. Together, these findings shed light on how consumer reactions to company moral transgressions vary by culture, transgression characteristics, and company response strategies, providing guidance to companies in crisis.