Suchergebnisse

AbstractChildren care about how others evaluate them. In East Asia, children aged 8 and up tend to downplay their own merit by actively concealing their good deeds. This has been regarded as modest behavior. As a way of self‐presentation, modest behavior may be triggeredby the presence of other people in young children. A child may show modesty through a display of self‐deprecating behavior at various levels, rather than in an all‐or‐nothing style. In this study, a new paradigm aimed at self‐deprecating behavior was designed with the purpose of measuring the development of modest behavior between the ages of 5 and 8 years in a sample of 40 children. Children's ratings of their own merit, i.e., the quality in which they completed the task of cleaning the floor, were compared between a public and a private scenario. Results revealed a significant transition from self‐promoting to self‐deprecating behavior between the 5–6‐year‐olds and the 7–8‐year‐olds. Our findings indicate that children in this age period gradually exhibit reputation‐managing behaviors in social situations, which is corroborated by the measurement of self‐presentation in the self‐introduction paradigm.

PurposeFaced with the aggressive and invasive behavior of a competitor, it is necessary for a firm to adopt strategies to protect its market share. This study aims to examine brand counter‐extension strategy as a means of fighting back against strong competitors.Design/methodology/approachThe study applies a measure of conditions among competitors, namely market position and extension outcome, as well a firm's own technological capability, in order to develop the fight‐back strategy of brand counter‐extensions.FindingsThe results verify that utilizing a competitor's market position does not help in the firm's brand counter‐extension, although the outcome of the competitor's previous successful extension could facilitate it.Practical implicationsTwo practical implications could be addressed to enable firms to utilize their competitors' conditions: first, to utilize the competitor's market position to enter a new market at the introduction stage of a product's life cycle; second, to utilize the outcome of a competitor's brand extension to build support for a new product at the growth stage of its life cycle; a two‐step appeal strategy with the aim of learning the degree of support and purchase intention of consumers.Originality/valueThis study proposes that the strength of the firm's technological capability is critical for a successful counter‐extension. Moreover, the combination of successful experience and technological capability could enhance a customer's intention to purchase.