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This paper aims to investigate the problem of finite-time consensus tracking control without unwinding for formation flying spacecraft in the presence of external disturbances.

Two distributed finite-time controllers are developed using the backstepping sliding mode. The first robust controller can compensate for external disturbances with known bounds, and the second one can compensate for external disturbances with unknown bounds.

Because the controllers are designed on the basis of rotation matrix, which represents the set of attitudes both globally and uniquely, the system can overcome the drawback of unwinding, which results in extra fuel consumption. Through introducing a novel virtual angular velocity, exchange of control signals between neighboring spacecraft becomes unnecessary, and it is able to reduce the communication burden.

The two robust controllers can deal with unwinding that may result in fuel consumption by traveling a long distance before returning to a desired attitude when the closed-loop system is close to the desired attitude equilibrium.

Two finite-time controllers without unwinding are proposed for formation flying spacecraft by using backstepping sliding mode. Furthermore, exchange of control signals between neighboring spacecraft is unnecessary.

This study aims to examine the influence of homophily in an online community and the effect of electronic word of mouth (eWOM) consensus on young consumers’ attitudes.

This study implemented an experimental research design using a two (low/high homophily) × two (low/high eWOM consensus) mixed factorial design. This study explores young consumers’ changes in brand attitude after encountering negative eWOM.

The results indicate that a high consensus of negative eWOM among online community members leads to significant changes in attitude, while a low consensus of negative eWOM does not produce such an effect. Negative eWOM from either high or low homophilous sources produces significant changes in attitude. There are significant attitude changes when a strong consensus of negative eWOM is received from a source with a high level of homophily.

Service failures in offline service settings lead to the dissemination of negative eWOM on social media. To handle and prevent social media crises, researchers should understand online crises antecedents relating to information characteristics i.e. eWOM consensus and characteristics of online community members to evaluate the crises impact. Brands should monitor tone and dialogue of online community member on social media to remedy and diminish any damage done to their brand image from negative eWOM.

This study contributes to the application of social network theory by understanding the role of nodes on negative eWOM effect in social media.

The purpose of this paper is to examine how consensus and sequence of electronic word-of-mouth (eWOM) presented on online hotel review Web sites affect consumers’ attitudes toward the company and intention to stay at a hotel.

This experiment used a 2 (consensus: high/low) × 3 (sequence: positive-negative, neutral, negative-positive) between-subjects design. A total of 165 usable data samples were gathered. Both consensus and sequence were manipulated.

The study revealed that the review consensus overrides the impact of the review sequence such that when review ratings are substantially consistent, consumers’ attitudes and intentions to stay at a hotel are not influenced by the sequence of reviews.

Other variables such as prior experience with the hotel or biases toward the hotel can affect consumer reactions to such online reviews. Future studies need to reflect on such variables that can moderate or mediate the impact of eWOM consensus and sequence.

Our findings suggest that the online consumer review summary information should be used to control the customer message process and when consumer reviews conflict, managers should take note of the sequence in which consumers read the reviews.

This paper adds to the body of scholarly research related to consumer information processing and further demonstrates how individuals integrate opinions from several reviews, especially in the online context.

This study applies social network theory to examine the moderating effects of two online social media network characteristics, namely homophily and consensus, on the influence of negative electronic word of mouth (NeWOM) and of firm crisis response on consumer attitude toward a company.

Hypotheses were tested using a mixed-model experimental design of three between-subjects factors, including manipulations of homophily (high vs low), consensus (high vs low), and firm crisis response (accommodative vs defensive), and one repeated measure within-subjects factor of attitude toward the company at three different points in time (A₀, A₁, A₂). Data were collected from 328 Thai participants who were randomly assigned to one of the eight experimental conditions.

High homophily and high consensus online social media network conditions worsen the negative impact of NeWOM on consumer attitudes. However, high homophily and high consensus strengthen the positive influence of an accommodative response in regaining favorable attitude toward the company. Low homophily and low consensus negate the impact of the firm's defensive response, preventing any further deterioration of attitude toward the company.

Marketers need to understand the relational patterns among members of online social media networks in order to assess the extent to which consumers are influenced by others in the network. In doing so, the firm can better anticipate and manage the impact of NeWOM and can launch an appropriate response strategy that optimizes the recovery, or minimizes the deterioration, of lost company image and reputation.

This study provides a dynamic view of consumer attitudes and highlights the substantial impact that others in the online social media network have on consumers' evaluation of NeWOM and of firm recovery efforts.

The idea of customer orientation is widely recognized by service people. However, there has been a lack of investigation into how the recognition of customer orientation may affect the service people's attitudes toward customer misconducts. As a result, our knowledge about the potential impacts of customer orientation philosophy on the ethical decisions made by service people could be insufficient. Hence, by using the life insurance salespeople in Taiwan as an example, the purpose of this paper is to investigate service people's tolerance of two types of customer misconduct (opportunistic frauds and planned frauds) and how those service people would react to the customer misconduct based on their marketing philosophy (customer orientation), perceived fraud size and perceived social consensus.

The sample of this study comes from life insurance companies in Taiwan. Questionnaires have been used as a data gathering instrument.

The results showed that customer orientation of the responders is negatively associated with the responders’ tolerance of the customer claim frauds. The responders’ unethical decision is most significantly influenced by perceived fraud size and social consensus.

The duties of insurance salespeople include helping customers settle insurance claims. However, insurance salespeople's tolerance of customer claim frauds is less mentioned in the insurance literature. Few studies have examined the relationship among customer orientation, social consensus and insurance salespeople's tolerance of customer claim frauds.

This research updates and expands upon Decker’s article “Citizen attitudes toward the police: a review of past findings and suggestions for future policy” by summarizing the findings from more than 100 articles on perceptions of and attitudes toward the police. Initially, the value of research on attitudes toward the police is discussed. Then the research pertaining to the impact of individual level variables (e.g. race) and contextual level variables (e.g. neighborhood) on perceptions of the police is reviewed. Studies of juveniles’ attitudes toward the police, perceptions of police policies and practices, methodological issues and conceptual issues are also discussed. This review of the literature indicates that only four variables (age, contact with police, neighborhood, and race) have consistently been proven to affect attitudes toward the police. However, there are interactive effects between these and other variables which are not yet understood; a finding which indicates that theoretical generalizations about attitudes toward police should be made with caution.

In order to manage strategic demographic change in economic and labor markets, a common human resource (HR) change strategy is to increase the diversity of the workforce through hiring over time. This study examined department level consensus and valence regarding an organizational HR strategy to shift demography toward greater diversity in race and sex composition over an eight‐year period. Though the organization had experienced significant change in organizational demography: an increase in the overall representation of white women (36 percent) and minorities (41 percent) over time; work group members in units with the greatest change did not necessarily agree nor hold positive perceptions regarding these HR changes. The results show that HR strategies that focus on structural change without working to develop supportive group norms and positive climate may be inadequate change strategies.

The vast majority of interventions during organizational change tend to focus on individually-held attitudes toward change. However, groups often form collective attitudes that are distinct from those held by its individual members, and organizational change often necessitates collective attitude change within teams, work units, or even the entire organization. We challenge the dominant view that collective attitudes to organizational change merely reflect an aggregation of individual attitudes by considering how and why collectively-held change attitudes are formed and activated. Drawing on social network theory, we propose an alternative approach toward an understanding of change. Acknowledging and detailing attitude formation as a social response to change – a social system of interaction among change recipients – we explain how collective attitudes to organizational change emerge. With this stance, individuals may hold broad and differing attitudes, but as a group can come together to share a collective attitude toward change. Using this approach, we explain how collective attitudes and individual attitudes are linked through top-down or bottom-up processes, or a combination of both. Developing this alternative perspective improves our understanding of how collective attitudes to change develop and evolve and enables both scholars and practitioners to better manage and influence the formation of change-supportive collective attitudes.

This study seeks to empirically examine cultural alignment with new corporate brand values in the rebranding aftermath.

Focuses on a case study of a firm that recently underwent a corporate rebranding campaign. Analysis is based on data collected through 14 in‐depth interviews with senior managers, and questionnaire data from an intranet survey with the firm's employees.

The empirical findings highlight that despite the firm's internal communication initiatives, current staff attitudes and behaviours are not aligned with the new corporate brand priorities. Resistance to change appears to play an important role in this respect. Yet, interestingly, some divisions view the current culture as more aligned to the new corporate brand than others. Moreover, staff that have joined the firm after the rebranding exercise view the current culture as more aligned to the new corporate brand values than those who have been with the firm since before the launch of the new corporate brand.

A single case study but one which provides empirical insights that advance theoretical thinking in corporate re‐branding.

Managers should aim for organization‐wide buy‐in towards the new corporate brand values and address challenges involved in aligning subcultures with the requirements of the new corporate brand.

Very few papers have empirically studied the process of cultural alignment in corporate re‐branding. This paper is relevant to managers of organizations undertaking corporate re‐branding activities.