Articles scientifiques

Beyond Brands: Happy Adolescents See the Good in People


Journal of Positive Psychology

2010, vol. 5, n°5, pp.342-354

Départements : Marketing, GREGHEC (CNRS)

Channel Design, Coordination, and Performance: Future Research Directions

A. Sa Vinhas, S. Chaterjee, S. Dutta, A. Fein, J. LAJOS, W. Ross, L. Scheer, Q. Wang, S. Neslin

Marketing Letters

septembre 2010, vol. 21, n°3, pp.223-237

Départements : Marketing

The marketing literature has made significant progress towards a better understanding of how firms can effectively design and manage their channels of distribution. However, the complexity of today's channel systems raises additional issues that remain unaddressed. The purpose of this article is to suggest promising research directions in this domain. We suggest several possible avenues to relate multiple channel design and management to channel-system, channel-relationship and customer-level outcomes. In particular, we see a great opportunity to integrate multichannel customer management and traditional channel design research. We argue that future research should account for cross-level effects and incorporate variables at more than one relationship level.Channels of distributionCustomer relationship management

Do I Really Have to Prove Who I Am? The Impact of Identity Denial and Targeted Ads

B. KOCHER, D. Luna

Advances in Consumer Research

2010, vol. XXXVII

Départements : Marketing

Firm downsizing and satisfaction among United States and European customers

W. Biemans, J. Lewin, W. ULAGA

Journal of Business Research

juillet 2010, vol. 63, n°7, pp.697-706

Départements : Marketing

Mots clés : Value, Satisfaction, Loyalty, Downsizing, Cultural differences

This study examines the impact that downsizing of suppliers' sales and support personnel has on business customers' satisfaction. The study investigates what influence cultural differences may have on business customers' evaluations of satisfaction with and loyalty toward downsized suppliers. Survey data collected from 435 purchasing professionals in the United States, France, and The Netherlands provide answers to these research questions. Findings indicate that business customers are not satisfied with downsized suppliers' performance. However the results relating to cultural influence are mixed. This report suggests possibilities for future research efforts in this area

How HRM Control Affects Boundary-Spanning Employees: Behavioural Strategies and Satisfaction: The Moderating Impact of Cultural Performance Orientation

V. Onyemah, D. ROUZIES, N. Panagopoulos

The International Journal of Human Resource Management

septembre 2010, vol. 21, n°11, pp.1951-1975

Départements : Marketing, GREGHEC (CNRS)

Mots clés : Boundary-spanning employees, HRM control, National culture, Performance orientation, Sales force control systems, Salespeople

This study examines how cultural performance orientation moderates the influence of human resource management (HRM) controls on boundary-spanning employees' behavioural strategies and satisfaction. Based on primary data obtained from 1,049 salespeople in six countries and secondary data on cultural performance orientation, multilevel regression analyses show that national culture has a strong effect on the way boundary-spanning employees allocate their effort in response to HRM control. In particular, our results suggest that the more behaviour controls are used with boundary-spanning employees, the less attention they pay to customers and the more emphasis they place on their supervisors and non-selling tasks. Specifically, cultural performance orientation is shown to moderate significantly those relationships. Furthermore, results indicate that cultural performance orientation heightens boundary-spanning employees' job satisfaction resulting from behaviour control. Preliminary explanations for the differing impact of HRM control efficiency across cultures can be proposed.Keywords HRM control; national culture; performance orientation; boundary-spanning employees; salespeople.