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1 – 2 of 2Eva A. van Reijmersdal, Marieke Walet and Andrea Gudmundsdóttir
Self-presentation is an important aspect of influencer marketing. Drawing upon self-presentation theory and source credibility theory, this study aimed to unravel how the…
Abstract
Purpose
Self-presentation is an important aspect of influencer marketing. Drawing upon self-presentation theory and source credibility theory, this study aimed to unravel how the self-presentation strategies of a layperson, opinion leadership and micro-celebrity influence source credibility (i.e. trustworthiness, expertise, physical attractiveness and social attractiveness) and how source credibility, in turn, affects brand responses.
Design/methodology/approach
An online experiment among female participants (N = 229) was conducted. Participants were shown a sponsored blog in which the influencer presented herself as either a layperson, an opinion leader or a micro-celebrity.
Findings
The study demonstrated that the presentation strategy of a layperson was more persuasive than a micro-celebrity presentation because of higher levels of (1) trust and (2) social attractiveness. In addition, opinion leaders were perceived as having more expertise than laypeople and, therefore, positively enhanced brand responses.
Research limitations/implications
The current findings provide relevant insights into the theoretical mechanisms (i.e. expertise, trustworthiness and social attractiveness) that explain the effects of self-presentation strategies on brand responses.
Practical implications
Our findings imply that credibility perceptions determine the persuasiveness of the SMI. This study showed that layperson and opinion leadership self-presentation strategies are relatively more persuasive.
Originality/value
This study is the first to show that influencers’ self-presentation strategies determine how people respond to the brands that influencers promote. In addition, we show that these effects are explained by the influencers’ trust, social attractiveness and expertise.
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Keywords
Sundeep Singh Sondhi, Prashant Salwan, Abhishek Behl, Suman Niranjan and Tim Hawkins
This paper aims to derive a model that explores how the interplay between knowledge integration capability and innovation impacts strategic orientation, leading to the attainment…
Abstract
Purpose
This paper aims to derive a model that explores how the interplay between knowledge integration capability and innovation impacts strategic orientation, leading to the attainment of sustainable competitive advantage. The study considers the constituents of strategic orientation, namely, customer orientation, competitor orientation and technology orientation, as the basis for achieving sustainable competitive advantage. The study suggests that the firm’s capacity for integrating external and internal knowledge shapes how strategic orientation influences sustainable competitive advantage through service innovation.
Design/methodology/approach
This empirical research relies on qualitative and quantitative data gathered from telecom professionals to assess how knowledge integration and service innovation influence sustained competitive advantage. Structured equation modeling is used to examine the model and its interrelationships.
Findings
The research establishes significant relationships between strategic orientations, knowledge integration capability, service innovation and sustainable competitive advantage. Knowledge integration capability and service innovation are found to mediate the relationship between strategic orientations and the achievement of sustainable competitive advantage.
Practical implications
The study highlights the significant contribution of a firm’s knowledge integration capability in driving service innovation, especially in technology-intensive service industries facing hypercompetition. It also advocates prioritizing technology orientation and integrating knowledge from internal and external sources for competitive advantage.
Originality/value
To the best of the authors’ knowledge, this study is the first to model the effect of knowledge integration capability and service innovation on strategic orientation-led sustainable competitive advantage.
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