顾客一企业认同是顾客关系管理领域的核心概念之一，建立顾客一企业认同是顾客企业关系由经济型向社会型转变的重要路径。本文阐述了顾客一企业认同的定义及基本特征，回顾了顾客一企业认同的主要测量方法，从三个角度对顾客企业认同的形成机制及其理论基础进行了梳理和评价，阐述了顾客企业认同效应链的结构及其作用效果，归纳了顾客一企业认同的构建平台及核心要素，并就未来的研究方向提出了建议。

认同研究起源于社会心理学领域,又在组织行为学范畴得到发展。鉴于服务的无形性、生产与消费的不可分割性及易逝性特征,将认同理论纳入B2C的服务情境中,构建了顾客—企业认同与企业层面、员工层面驱动因素之间的关系模型,同时考察了顾客价值与顾客满意作为中介变量的作用。研究发现,企业识别直接正向影响CCI,企业形象通过顾客满意间接正向影响顾客—企业认同,企业沟通在直接正向影响CCI的同时,还通过顾客价值间接正向影响顾客—企业认同,服务员工的顾客导向意识分别通过顾客价值和顾客满意间接正向影响顾客—企业认同。因此,服务企业的管理者应当有机地整合企业层面和员工层面的影响因素,强化顾客对企业的认同感,借以构建独特的竞争优势。

学界与业界均已认识到服务情境下顾客自发行为的重要性,但已有研究未能合理解答“究竟是什么驱动了顾客自发行为”这一关键问题。文章基于社会认同理论,提出顾客—企业认同是顾客自发行为的直接驱动因素,以服务员工的顾客导向为基础,考量顾客—企业认同在顾客满意与顾客自发行为（包括口碑、顾客合作、顾客参与三个维度）关系中的作用机理。以零售银行业为背景的实证研究结果表明：基于关系营销范式的顾客—企业认同是影响顾客口碑与顾客参与的最直接、最重要因素;基于传统交易营销范式的顾客满意必须借助于顾客—企业认同的作用才能对顾客口碑和顾客参与产生影响;服务员工的顾客导向是影响顾客合作的最重要因素。本研究对亟须增加顾客自发行为以提升竞争力的服务企业具有重要启示。

基于管理认知视角,系统深入地探讨了环境不确定性情境对领导有效性的影响机制。具体地,通过质性和量化方法相结合,首先基于意义建构理论(Sense-Making Theory)探寻领导者对于环境不确定情境的感知和解读过程;其次从管理认知视角探讨环境不确定性如何通过高层领导者的管理认知影响战略选择进而作用于领导有效性的过程和路径;最后基于权变思想探讨环境不确定性、组织文化、组织类型情境如何共同作用于领导有效性。研究结果在理论上将克服过去领导情境理论研究不足,打通微观和宏观的视角昭示环境不确定性情境对领导有效性的影响过程和作用路径,揭示其背后深层作用机理。实践方面将为领导者如何有效应对不确定性以及具体领导实践提供重要依据。

The authors develop and estimate a conceptual model of how different aspects of customers' relationships with the brand community influence their intentions and behaviors. The authors describe how identification with the brand community leads to positive consequences, such as greater community engagement, and negative consequences, such as normative community pressure and (ultimately) reactance. They examine the moderating effects of customers' brand knowledge and the brand community's size and test their hypotheses by estimating a structural equation model with survey data from a sample of European car club members.

react-text: 308 Correlations between Big Five personality factors and other variables have been examined in three different ways: direct scoring of items within a factor, application of a composite-score formula, and taking the average of single-scale correlations. Those methods were shown to yield consistently different outcomes in four sets of data from sales-people and managers. Factor correlations with... /react-text react-text: 309 /react-text [Show full abstract]

Abstract Organizational identity and strategy provide a context within which individuals are embedded, that is, simultaneously enabled and constrained. Identity refers to an organization's central, distinctive, and enduring character, typically anchored to its mission, whereas strategy refers to an organization's goals and the activities intended to achieve them. Identity can serve as a wellspring for strategy, although identity and strategy are reciprocally related such that identity is enacted and expressed via strategy , and inferred, modified, or affirmed from strategy. Identity and strategy are claims that are articulated and negotiated by organizational stakeholders and members. An identity that accords with or evokes a member's needs is more likely to be internalized as a valid statement of self. The resulting identification induces a member to depersonalize both self and others, and enact the organizational identity and attendant strategies, thereby shaping cognition (by priming attention and interpretation and perhaps fostering an outward focus), affect (by fusing self-and organizational interests , influencing what is valued, and fostering self-and collective-efficacy), and behavior (by encouraging identity-consistent and cooperative actions). As potent forms of control, identity and strategy often prompt inertia. Although identities are inherently self-fulfilling, they are not deterministic. We close by cautioning against over-identification with any single organization. If strategy addresses the question, "Where are we going and how do we get there?," it leaves largely unanswered the broader. question, "Who are we?" (Jelinek & Litterer, 1994, p. 19). A sense of self-definition, of organizational identity , is critical because of its tremendous potential to motivate and shape (and be shaped by) strategic choice and action. Our paper examines the linkages between an organization's identity, strategy, and practices, between definition, choice, and action. We discuss how these qualities es interact and become mutually reinforcing, although not determining. Further,

In the wake of corporate acquisitions, mergers, and spin-offs, considerable senior management attention has been devoted to corporate identity and its communication to key stakeholder groups. This article provides a framework to help management achieve clearer understanding and better management of their corporation's identities. Many firms operate with a belief in a single monolithic corporate identity. Our research leads to a different view: organizations have multiple identities. We delineate five kinds of identity, within a framework termed the AC ID Test (ACCID), namely, the actual, communicated, conceived, ideal, and desired identities. These reflect respectively: the current, distinct attributes of the organization; what the organization communicates about itself; the perceptions of the corporation by stakeholders; the optimum positioning for the organization; and corporate vision from the perspective of the CEO or management board. Not only should management understand its multiple identities, it also should be alert to critical misalignments among them, as these can seriously weaken a company.

61A loyalty programs is an effective tool to build customer–company identification.61Loyalty program non-financial rewards strengthen customer feelings of status and then customer–company identification.61Loyalty program non-financial rewards strengthen customer feelings of belonging and then customer–company identification.

While organizational identity can be a powerful tool for mobilizing and directing organizational members, the authors' findings demonstrate that it can also constrain the process of foreign market ...

Individuals use brands to create and communicate their self‐concepts, thereby creating self‐brand connections. Although this phenomenon is well documented among adult consumers, we know very little about the role of brands in defining, expressing, and communicating self‐concepts in children and adolescents. In this article, we examine the age at which children begin to incorporate brands into their self‐concepts and how these self‐brand connections change in qualitative ways as children move into adolescence. In three studies with children 8–18 yr. of age, we find that self‐brand connections develop in number and sophistication between middle childhood and early adolescence.

Index of Substances

Abstract The troubling potential for opportunistic behaviour in strategic alliances is acknowledged in both research and practice, and yet the antecedents of such opportunism remain largely unexplored in the literature. In this article we suggest that the inherent temporalities of alliances play significant roles in partner opportunism. We propose a model of potential partner opportunism that assigns antecedent and contingent roles to the temporal horizons of alliances and the temporal orientations of the member firms. We introduce the notion of alliance horizons and suggest that they are constituted by the temporal orientations of the member firms and a number of common alliance formation factors. We also discuss how these alliance horizons in conjunction with the temporal orientations of member firms result in different levels of potential opportunism. Lastly, we develop a number of propositions to facilitate empirical research on the temporal contingencies of partner opportunism and indicate directions for further studies.

react-text: 490 The concept of corporate social responsibility was proposed, and the performance level and performance strength of corporate social responsibility for air service provider were redefined. The game case between the core enterprise of supply chain and air service provider was divided into four types, and the selection game model of air service provider based on corporate social responsibility... /react-text react-text: 491 /react-text [Show full abstract]

ABSTRACT In a prior review involving a meta-analysis (Underwood & Moore, 1982), no relation between affective empathy and prosocial behavior was found. In this article, the literature relevant to this issue is reexamined. The studies were organized according to the method used to assess empathy. When appropriate, meta-analyses were computed. In contrast to the earlier review, low to moderate positive relations generally were found between empathy and both prosocial behavior and cooperative/socially competent behavior. The method of assessing empathy did influence the strength of the relations; picture/story measures of empathy were not associated with prosocial behavior, whereas nearly all other measures were. Several possible explanations for the pattern of findings are discussed, as are the implications of the findings.

Many services, particularly those related to health care, can be considered high-risk in that despite service providers’ best efforts, consumers may not attain the outcomes they hope to achieve. Recent research highlights how cultural models regarding service providers influence the ways consumers experience and respond to failure. What bears investigating is how these cultural models and... [Show full abstract]

Abstract This paper investigates how the history of interaction between organizations and between organizational boundary spanners contributes to the formation of trust between firms. Our findings, using data on the supplier–buyer relationships of two major US auto manufacturers, suggest that history affects trust formation in a complex non-linear fashion, involving a period of ambivalence early in a relationship. We show that certain kinds of exchange partners can systematically reap differential returns from a common history of interaction. Organizational similarity significantly enhances the ability of exchange partners to translate the benefits of the joint history of interaction into a stock of trust. Copyright 08 2008 John Wiley & Sons, Ltd.

This paper examines two potential determinants of identity salience utilizing a structural symbolic interactionist (or identity theory) approach. Data from 378 college undergraduates are examined concerning identity salience, commitment (to role) and role evaluation for the roles of student, friend, son/daughter, worker, athlete, religious person and dating person. Two hypotheses are tested and supported: identity salience is positively affected by (1) the degree of commitment ot its respective role (Stryker, 1968; 1980) and (2) the degree to which its respective role is positively evaluated with regard to one's performance (proposed here). The implications of the results and the utility of a structural version of symbolic interactionism are discussed.

Based on a structural model of self-conception, this paper proposes a theory of personal consistency. This theory emphasizes certain parameters from distributions of identities in a meaning space (defined by personal attributes) and for an identity-salience dimension (reflecting the importance of an identity for self-definition). It is proposed that the clustering of identities on the salience dimension (when identities in the cluster are relatively salient) and the relative lack of clustering of identities in meaning space have beneficial outcomes for individuals (particularly in terms of perceived power, activity and well-being) by increasing potential and opportunity for complex responses to social stimuli, and thus the total reward value of interaction. Some initial empirical evidence is offered in support of the theory, and implications of the findings are discussed.

Abstract The social identity approach (comprising social identity theory and self-categorization theory) is a highly influential theory of group processes and intergroup relations, having redefined how we think about numerous group-mediated phenomena. Since its emergence in the early 1970s, the social identity approach has been elaborated, re-interpreted, and occasionally misinterpreted. The goal of this paper is to provide a critical, historical review of how thinking and research within the social identity approach has evolved. The core principles of the theories are reviewed and discussed, and their effect on the field assessed. Strengths and limitations of the approach are discussed, with an eye to future developments.

ABSTRACT Addresses the relationship between organizational culture, identity and image. Argues that contemporary organizations need to define their corporate identity as a bridge between the external position of the organization in its marketplace and other relevant environments, and internal meanings formed within the organizational culture. Offers an analytical framework using the concepts of organizational culture, identity and image and suggests implications, including the need for symbolic management in and of the organization and the need to combine knowledge from the disciplines of marketing and organization studies.

Customer loyalty programs constitute an important customer relationship management tool, adopted by multiple industries. This study investigates how customers perceive benefits from a loyalty program that enhance their loyalty to that program directly, as well as to the company indirectly through program loyalty. Our findings show that program loyalty and customer–company identification enhance customer loyalty toward the company. The development of customer–company identification can transform program loyalty into company loyalty, and reduce the company's latent financial risk.

Abstract Purpose – By drawing on theories of social identity, attraction, social comparison and consumer identification, this research seeks to examine how consumers' perceptions of other customers of an organisation (the other customer effect) may have an influence on corporate image and consumer-company identification. This study aims to test a model integrating these constructs in two contexts, i.e. products and services. It also seeks to investigate the attitudinal and behavioural consequences of a favourable corporate image in order to provide more insights to the argument that a corporate marketing approach helps to enhance marketing performance. Design/methodology/approach – A survey of a convenience sample of 383 adult consumers is conducted. Structural Equation Modelling (SEM) is employed in order to test the proposed model. An alternative model is examined both in products and in services contexts. Findings – The results indicate that perceptions about other customers influence customers' affective and behavioural reactions towards a company for both products and services. This finding suggests that corporate-level marketing activities aiming to increase interaction among consumers lead to favourable corporate image and higher consumer-company identification and hence desirable marketing outcomes. Furthermore, results show that for services the other customer effect is more prominent than for product offerings. Originality/value – This study extends the concept of other customer effect to the context of corporate image and consumer-company identification studies. It provides evidence that shifting towards corporate-level marketing gives organisations another avenue for gaining a distinct position in the minds of consumers. Furthermore, by addressing both service and product contexts, it shows that other customer effect may exist beyond services studies.

This study examines the dynamics of consumer–brand identification (CBI) and its antecedents in the context of the launch of a new brand. Three focal drivers of CBI with a new brand are examined, namely: perceived quality (the instrumental driver), self–brand congruity (the symbolic driver), and consumer innate innovativeness (a trait-based driver). Using longitudinal survey data, the authors find that on average, CBI growth trajectories initially rise after the introduction but eventually decline, following an inverted-U shape. More importantly, the longitudinal effects of the antecedents suggest that CBI can take different paths. Consumer innovativeness creates a fleeting identification with the brand that dissipates over time. On the other hand, company-controlled drivers of CBI—such as brand positioning—can contribute to the build-up of deep-structure CBI that grows stronger over time. Based on these findings, the authors offer normative guidelines to managers on consumer–brand relationship investment.

I extend the resource-based view to incorporate the network resources of interconnected firms. My model distinguishes shared resources from nonshared resources; identifies new types of rent; and illustrates how firm-, relation-, and partner-specific factors determine the contribution of network resources to the rents extracted from alliance networks. After reassessing the heterogeneity, imperfect mobility, imitability, and substitutability conditions, I conclude that the nature of relationships may matter more than the nature of resources in networked environments.

Abstract Recent theory and research are reviewed regarding self-related motives (self-enhancement, self-verification, and self-expansion) and self-conscious emotions (guilt, shame, pride, social anxiety, and embarrassment), with an emphasis on how these motivational and emotional aspects of the self might be related. Specifically, these motives and emotions appear to function to protect people's social well-being. The motives to self-enhance, self-verify, and self-expand are partly rooted in people's concerns with social approval and acceptance, and self-conscious emotions arise in response to events that have real or imagined implications for others' judgments of the individual. Thus, these motives and emotions do not operate to maintain certain states of the self, as some have suggested, but rather to facilitate people's social interactions and relationships.

Corporate social responsibility (CSR) is an increasingly important construct in academia, as well as a pressing item on the practical corporate agenda. Many firms do not recognize CSR activities as investments in improving company values both internally and in the eyes of consumers. This study examines how the perceived fit between consumers' point of view (i.e., their values and lifestyles) and CSR activities influences consumer loyalty through such mediating variables as consumer perception of CSR activities and C–C (consumer–company) identification. The empirical findings inform the suggestion that perceived consumer fit influences consumer perception of CSR activities and, consequently, on C–C identification and consumer loyalty.

Thesis--Columbia University. Includes bibliographical references (leaves 92-95).

Abstract Despite Lewin’s identification of the importance of context in behavioral research over 70 years ago, leadership psychology tended to ignore the context. Only in the past 10 years has context been more routinely included in psychological leadership research. We provide examples of leadership research that has explored the context, introduce the special issue articles, and provide suggestions for future research on the context of leadership.

This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and use of knowledge in organizations are modeled. The first is the case of mutual learning between members of an organization and an organizational code. The second is the case of learning and competitive advantage in competition for primacy. The paper develops an argument that adaptive processes, by refining exploitation more rapidly than exploration, are likely to become effective in the short run but self-destructive in the long run. The possibility that certain common organizational practices ameliorate that tendency is assessed.

Both practitioners and academics alike have directed increasing attention to the field of corporate identity. Despite significant contributions in the last several years towards understanding and identifying this concept, a definitive construct of corporate identity and its measurements does not yet exist. Much anecdotal literature and many case studies surround this area of study, but to date no research study has empirically tested the domain of this construct. This paper examines the definitions, models, and specific elements of corporate identity through a review of literature. Based on this review, a holistic corporate identity model is developed. This paper also discusses the challenges in developing the corporate identity construct.

Researchers and companies are paying increasing attention to corporate social responsibility (CSR) programs and the reaction to them by consumers. Despite such corporate efforts and an expanding literature exploring consumers’ response to CSR, it remains unclear how consumers perceive CSR and which “Gestalt” consumers have in mind when considering CSR. Academics and managers lack a tool for measuring consumers’ perceptions of CSR (CPCSR). This research explores CPCSR and develops a measurement model. Based on qualitative data from interviews with managers and consumers, the authors develop a conceptualization of CPCSR. Subsequently, model testing and validating occurs on three large quantitative data sets. The conceptualization and the measurement scale can assist companies to assess CPCSR relative to their performance. They also enable managers in identifying shortcomings in CSR engagement and/or communication. Finally, the paper discusses implications for marketing practice and future research.

Although research on the corporate social responsibility (CSR) dimension of corporate image has notably increased in recent years, the definition and measurement of the concept for academic purposes still concern researchers. In this article, literature regarding the measurement of CSR image from a customer viewpoint is revised and areas of improvement are identified. A multistage method is implemented to develop and to validate a reliable scale based on stakeholder theory. Results demonstrate the reliability and validity of this new scale for measuring customer perceptions regarding the CSR performance of their service providers. With regard to this, CSR includes corporate responsibilities towards customers, shareholders, employees and society. The scale is consistent among diverse customer cohorts with different gender, age and level of education. Furthermore, results also confirm the applicability of this new scale to structural equation modelling.

We examine the phenomenon of multiple organizational identities and suggest that they can be managed in organizations by changing the number of (identity plurality) or relationships among (identity synergy) the identities. Using "plurality" and "synergy" as response dimensions, we offer a classification scheme identifying four major types of managerial responses: compartmentalization, deletion, integration, and aggregation. We also suggest several key conditions that may affect the use and appropriateness of these identity management responses and develop a series of propositions for research.

The surge in academic and practical interest in the topic of value co-creation (VCC) highlights an equivocal understanding of its conceptual boundaries and empirical constituents. Our search of the diverse scholarly literature on VCC identified 149 papers, from which we extract the two primary conceptual VCC dimensions of co-production and value-in-use. Though the combination of these two distinct dimensions is theoretically necessary to describe VCC, 79% of the studies in our dataset consider only one or the other. Such underlying theoretical ambiguity may explain conflicting results in earlier studies and motivates our effort to offer four contributions to the literature. First, we conduct a rigorous review, integrating existing work to expose the theoretical core of VCC. Second, we utilize the results from our review to isolate the two main theoretical dimensions of VCC and expose the three conceptual elements which underlie each dimension. Third, we apply our theoretical findings to derive empirical measurement constructs for each dimension. Fourth, we refine, analyze, and test the resulting measurement index in an investigation into consumer satisfaction.

In this paper, we present a longitudinal study of organizational responses to environmental changes that induce members to question aspects of their organization's identity. Our findings highlight the role of organizational culture as a source of cues supporting "sensemaking" action carried out by leaders as they reevaluate their conceptualization of their organization, and as a platform for "sensegiving" actions aimed at affecting internal perceptions. Building on evidence from our research, we develop a theoretical framework for understanding how the interplay of construed images and organizational culture shapes changes in institutional claims and shared understandings about the identity of an organization.

Our study was motivated by the growing influence in cultural sociology and organizational research of the view of culture as a “toolkit,” from which individuals draw resources flexibly to develop strategies of action that address different circumstances. To investigate if and how organizations can also use new and diverse cultural resources, we undertook a historical case study of the incorporation of new cultural resources in the cultural repertoire of the Italian manufacturer of household products Alessi. Through in-depth analysis of four rounds of incorporation of new cultural resources, we develop a robust theoretical model that relates the use of new cultural resources to the development of unconventional strategies and strategic versatility. We find that cultural repertoire enrichment and organizational identity redefinition are two core mechanisms that facilitate this process. The model contributes novel theoretical understanding regarding the use of cultural resources in strategy formation and change.

Purpose - This paper aims to investigate the effects of company CSR initiatives on two consumers锟 pro-social behaviors closely related to the social cause promoted by the company, such as consumers donating money and volunteering time. In addition, the role of moral elevation as a mediating variable in such relationships is tested. Design/methodology/approach - After an exploratory study, we tested the role of moral elevation as a mediator that facilitates the effects of company CSR activities in social domains on two specific types of pro-social behavior displayed by consumers: donating money and volunteering time for the same cause sponsored by the company. We conducted two quantitative studies to test our hypotheses. In Study 1, we considered the two pro-social behaviors as intentions; in Study 2, we analyzed them as actual behaviors. In both studies, we conducted controlled experiments administered in the field. By using experimental and control conditions, we were able to manipulate corporate responsible actions in social contexts and a mediational analysis was conducted. Findings - Our results show that moral elevation mediates the positive relationship between the (1) CSR activity and consumer intention to donate (actual consumer donating behavior) to social causes and the (2) CSR activity and volunteering intention (actual volunteering behavior). Originality/value - This paper contributes to furthering CSR theory by showing the positive effects of company CSR initiatives on two pro-social "secondary" outcomes and the mediating role played by moral elevation. Important implications for the role of CSR are derived for companies and society in general.

We develop a model of organizational identity construction that reframes organizational identity within the broader context of manager-stakeholder relationships and more effectively integrates theory on organizational identity and organizational identification. We describe organizational identity as emerging from complex, dynamic, and reciprocal interactions among managers, organizational members, and other stakeholders. The model draws attention to organizational identity as negotiated cognitive images and to the embeddedness of organizational identity within different systems of organizational membership and meaning. Viewing organizational identity from the perspective of manager-stakeholder relationships provides a more parsimonious but more complete theory of organizational identity management.

The self-concept literature in consumer behavior can be characterized as fragmented, incoherent, and highly diffuse. This paper critically reviews self-concept theory and research in consumer behavior and provides recommendations for future research.

Four studies were conducted to test the hypothesis that (1) consumer behavior is more strongly predicted by functional congruity than by self-congruity, and (2) functional congruity is influenced by self-congruity. The pattern of the results provides support for hypotheses.

Brand engagement in self-concept (BESC) is a generalized view of brands in relation to the self, with consumers varying in their tendency to include important brands as part of their self-concepts. The authors develop an eight-item scale to measure BESC and demonstrate that it captures a consumer's general engagement with brands. This scale successfully predicts consumers' differential attention to, memory of, and preference for their favorite brands. Brand engagement in self-concept is also related to differential brand loyalty, with high-BESC consumers being less price and time sensitive regarding their favorite brands than low-BESC consumers. The authors discuss the usefulness of this construct for marketing research.

This reprinted chapter originally appeared in (Psychology of Intergroup Relations [ed. by S. Worchel; W. G. Austin], 1986, 7-24.) The aim of this chapter is to present an outline of a theory of intergroup conflict and some preliminary data relating to the theory. It begins with a discussion of alternative approaches to intergroup conflict with special attention to the "realistic group conflict theory" (RCT). RCT's relative neglect of the processes underlying the development and maintenance of group identity and the possibly autonomous effects upon the in-group and intergroup behavior is responsible for some inconsistencies between the empirical data and the theory in its "classical" form. In this sense, the theoretical orientation to be outlined in this chapter is intended not to replace RCT, but to supplement it in some respects that seem essential for an adequate social psychology of intergroup conflict--particularly as the understanding of the psychological aspects of social change cannot be achieved without an appropriate analysis of the social psychology of social conflict. The authors argue that people derive a sense of self-worth and social belongingness from their memberships in groups, and so they are motivated to draw favorable comparisons between their own group and other groups. (PsycINFO Database Record (c) 2015 APA, all rights reserved)