Suchergebnisse

Konflikte in Organisationen sind unausweichlich, da Menschen unterschiedliche Interessen verfolgen. Ebenso unterschiedlich sind die Mechanismen, mit denen die Beteiligten versuchen, Konflikte zu lösen. Diese Unterschiede sind besonders groß, wenn Menschen unterschiedlicher Kulturen aufeinander treffen - sei es in multinationalen Unternehmen oder in der Zusammenarbeit mit ausländischen Geschäftspartnern. Dieses Forschungspapier analysiert anhand eines Reviews einschlägiger Studien, inwiefern sich Konfliktstile interkulturell unterscheiden. Aus den Ergebnissen werden Handlungsempfehlungen für das Konfliktmanagement in international tätigen Organisationen abgeleitet.

Angehörige unterschiedlicher Kulturen unterscheiden sich darin, wie sie Produkte nutzen, wie viel sie dafür zu zahlen bereit sind, wie sie sich informieren, wo sie gerne einkaufen - ja sogar, warum sie ein Produkt kaufen. Die Autoren stellen diese Unterschiede systematisch dar und erläutern, wie Unternehmen ihren Marketing-Mix anpassen müssen, um erfolgreich verkaufen zu können. Im Vergleich zur ersten Auflage wurde der Grundlagenteil einerseits nachhaltig gestrafft, andererseits aber um zwei Kulturkonzepte erweitert, die in der interkulturellen Management-Forschung eine wichtige Rolle spielen: die Schwartz Value Survey sowie die GLOBE-Studie. Der Schwerpunkt der zweiten Auflage liegt jedoch auf den vier Marketing-Instrumenten.(Verlagstext)

This research examines how to recompense customers, from a social resource theory perspective, which portrays financial compensation as the act of offering the resource "money" to customers during a service recovery attempt. This resource can differ in its particularism (is the money offered in a more or less personal way?) and concreteness (is the money offered in a more or less tangible way?), which are shown in two experiments to affect recovery outcomes. Specifically, personal compensation accompanied by a handwritten note from the service person (vs. impersonal: a typewritten note from the firm) fosters recovery satisfaction, mediated by justice perceptions, and reciprocal customer behavior (tipping, cross-buying), mediated by an obligation to reciprocate. Tangible compensation in the form of a banknote or banknote-like coupon (vs. intangible: a credit entry) also fosters reciprocal customer behavior via the obligation to reciprocate. In both studies, relationship strength amplifies the indirect effect of compensation's particularism on recovery satisfaction. As a theoretical contribution, we show that the way the monetary resource is presented matters for service recovery. As a major managerial takeaway, this research presents personal (vs. impersonal) compensation as an impactful property of compensation: It increases recovery outcomes without additional monetary costs. Further, managers learn that handing over the money in a personal and tangible way can be a way to increase monetary returns to the firm in the form of tipping and cross-buying.

This article examines how compensation type and failure type explain the recovery effect of compensation, using a meta-analysis (Study 1) and an experiment (Study 2). Drawing on resource exchange theory, we propose new classifications for both compensation and failure type and find three major results. First, consistent with our matching hypothesis, the strongest recovery effect is generally observed when compensation represents a resource similar to the failure it is supposed to offset, that is, immediate monetary compensation for a monetary failure, exchange for a flawed product, reperformance for a failed service, and psychological compensation for lack of attention. Surprisingly, lack of attention may also be rectified by the other compensation types. Second, consistent with our intertemporal choice hypothesis, immediate monetary compensation is generally more effective than delayed monetary compensation. Yet, this effect also varies with failure type. Third, resource-based classifications explain the recovery effect of compensation better than current classifications of compensation and failure type. As a theoretical contribution, the resource-based classifications help to explain the fluctuating effect sizes of compensation reported in prior research. From a managerial point of view, practitioners can choose the appropriate compensation type for a failure, one that repays in kind what customers have lost. As a result, companies achieve stronger recovery effects without additional costs.

Service recovery is a crucial success factor for organizations. Thus, many studies have addressed the issue of post-complaint behavior. Conducting a meta-analysis, the authors test the following path model: ''organizational responses (compensation, favorable employee behavior, and organizational procedures) → justice perceptions (distributive, interactional, and procedural justice) → post-complaint satisfaction (transaction-specific and cumulative satisfaction) → customer behavioral intentions (loyalty and positive word of mouth [WOM]).'' The results confirm this model as well as the mediating role of justice perceptions and post-complaint satisfaction. Surprisingly, the results also show that the common contention of distributive justice as the salient driver of service recovery is only true for transaction-specific satisfaction, which in turn reinforces positive WOM. Cumulative satisfaction, however, which is the primary antecedent of customer loyalty, even slightly more depends on interactional justice than on distributive justice. Further, the results show that the relationships between justice perceptions and satisfaction constructs depend on several moderators such as target group, industry, and complaint type. A major managerial implication is the fact that organizations should pay particular attention to distributive justice when complainants are students and to interactional justice when failure is nonmonetary or occurs in service industries. The authors discuss theoretical implications and provide suggestions for future research.

Global e-tailers face product returns from across the world, but research on service strategies for successful product return handling in culturally diverse markets is virtually nonexistent. This study examines the drivers of product return–related customer behavior across Western and Eastern cultures. Using a multimethod approach comprising two surveys and one experiment, results from the major Western (United States) and Eastern (China) retail markets show varying patterns for product return behavior and a uniform pattern for repurchase intention. Specifically, return policies that imply high effort restrictiveness decrease product returns in Western but not Eastern cultures, while the perceived customer-oriented institutional environment increases product returns in Eastern but not Western cultures. For repurchase intention, we find that effort restrictiveness in both cultures decreases repurchase intention, while the perceived customer-oriented institutional environment increases repurchase intention. We also find self-interest and legitimacy as the mechanisms responsible for the effect of perceived institutional environment, an important context variable in international marketing that has been neglected in the product return context. These findings enhance our understanding of product returns in different cultural environments and offer valuable insights for an adequate service strategy in product return management by global e-tailers.

This research examines the nonlinear effects of compensation on customer satisfaction in order to determine the optimal compensation after a flawed service. As our core contribution, we argue that the nature of this nonlinear effect depends on the way customers handle a flawed service. Building on the Service-Dominant (S-D) logic, this research introduces two specific failure handling tactics—when customers reject versus accept a flawed value proposition—that affect the shape of the nonlinear function of compensation on satisfaction. Our key hypotheses are tested with two experiments that manipulate 11 compensation levels (0–200%) and the two failure handling tactics (rejection vs. acceptance). Consistent with our logic, both studies reveal an S-shaped curve progression for service rejection and a concave shape for service acceptance. For service rejection, the highest incremental effect of compensation on satisfaction lies in between 60% and 120%. For service acceptance, the highest return in satisfaction is obtained with the first dollars invested in partial compensation. As a major managerial takeaway, firms can use these findings to determine the compensation level that provides the best satisfaction return.

The present study develops and validates a German and Russian scale of proenvironmental value orientation. Proenvironmental value orientation is conceptualized as a four-dimensional construct, entailing egocentric, ecocentric, and anthropocentric value orientations as well as environmental apathy. The first stage of the research is an expert test of indicator content validity. In a subsequent step, the authors provide evidence of internal consistency for a student sample (N = 223) and for the structural equivalence and criterion validity for a representative sample (N = 430). The structure of proenvironmental value orientation appears to be largely equivalent in both cultures, though the behavioral relevance of the dimensions differs. In the Russian sample, proenvironmental behavioral intention correlates with any of the four dimensions, whereas in Germany, anthropocentric value orientation does not relate to behavioral intention.

Cover -- Zum Inhalt / Zu den Autoren -- Titel -- Vorwort zur zweiten Auflage -- Inhaltsverzeichnis -- A. Entwicklungsphasen des Marketing -- 1 Überblick -- 2 Von der Absatzlehre zum Marketing -- 3 Vom heuristischen zum analytischen Marketing -- 3.1 Überblick -- 3.2 Erfolg und Misserfolg -- 3.3 Logik und Methoden des Erfolgsfaktorenkonzepts -- 3.4 Bedeutung des Erfolgsfaktorenkonzepts für dieses Buch -- 4 Vom analogen zum digitalen Marketing -- 5 Literaturempfehlung -- B. Strategisches Marketing -- 1 Wichtigkeit von Zielen für den Unternehmenserfolg -- 2 Grundzüge einer Marketingkonzeption -- 3 Definition der Marketingziele -- 3.1 Grundlagen -- 3.2 Zielhierarchie und Wechselwirkungen -- 3.3 Zielfindung -- 4 Marketingstrategien -- 4.1 Kundenorientierte Strategien nach J. Becker -- 4.2 Wettbewerbsorientierte Strategien nach M.E. Porter -- 4.3 Kooperative Strategien -- 5 Marketinginstrumente -- 5.1 Vier P-Ansatz -- 5.2 Sieben P-Ansatz -- 6 Marketingcontrolling -- 7 Literaturempfehlung -- C. Grundlagen des Konsumentenverhaltens -- 1 Modelle des Käuferverhaltens -- 2.1 SR-Modell und SOR-Modell -- 2.2 Struktur des Kaufentscheidungsprozesses -- 3 Bedürfnisse -- 3.1 Grundlagen -- 3.2 Identifikation von Bedürfnissen -- 3.3 Wandel von Bedürfnissen im Familienlebenszyklus -- 4 Informationsverarbeitung -- 4.1 Aufmerksamkeit als Voraussetzung der Informationsaufnahme -- 4.2 Intensität der Informationssuche -- 4.3 Speichern von Informationen -- 5 Kaufentscheidung -- 5.1 Kognitiv kontrollierte Kaufentscheidungen -- 5.2 Emotional gesteuerte Kaufentscheidungen -- 6 Einfluss des sozialen Umfeldes -- 6.1 Reale Bezugspersonen und Bezugsgruppen -- 6.2 Virtuelle Ratgeber -- 7 Literaturempfehlung -- D. Psychologie des Konsumentenverhaltens -- 1 Homo Psychologicus -- 2 Einstellungen -- 2.1 Grundlagen -- 2.2 Einstellungs/Verhaltens-Diskrepanz -- 3 Emotionen.

This research examines the extent to which proactivity in handling flight overbooking reduces negative electronic word-of-mouth (NeWOM) and the required costs of compensation, thus increasing firm profitability. It answers recent calls to use a multimethod approach (i.e., we include archival data, qualitative interviews, seven experiments, and a Monte Carlo simulation for a total of 10 studies) and to adapt recovery to specific contexts (i.e., airlines) and heterogeneous customers (i.e., voluntary/involuntary bumping or offloading). The preliminary studies indicate that overbooking and offloading are pervasive and that a proactive approach is both feasible and desirable. The experiments show that, compared to the default reactive approach (informing passengers at the gate), a proactive approach (informing them before they leave for the airport) substantially reduces NeWOM and the sought compensation. Further, a very reactive approach (informing them in the plane) significantly increases NeWOM and the sought compensation, especially when offloading occurs involuntarily. We also unveil the mechanism explaining the effects of proactivity on NeWOM, through the serial mediation of justice and betrayal. Finally, the results of a Monte Carlo simulation show that offering reduced compensation through a proactive approach allows more aggressive overbooking, higher capacity utilization, and increased net revenue of up to 1.3%.