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The objective of this research is to analyze in a multidimensional perspective the individual responses to organizational change, specifically about the implementation of a new performance evaluation system, investigating some antecedents of the individual reactions to change.

Companies from the education industry were surveyed, and standardized questionnaires were applied. We obtained a sample size of 386 valid responses. The structural equation modeling (SEM) was employed to assess the measurement model and test the hypotheses.

The results indicate positive reactions to the organizational change, without ambivalent responses. Employees' cognitive and behavioral reactions are influenced by the individuals' anticipation and past similar organizational change and do not depend on the perceived threat to social work life. The influence of group pressure and organizational readiness on cognitive and behavioral reactions differs in the direction that group pressure affects behaviors but not thoughts, and organizational readiness affects thoughts but not behaviors.

Limitations include the inadequate measures of individuals' emotional reaction, preventing this dimension from being tested.

This research provides theoretical contributions as the literature on organizational change lacks a multidimensional view on individuals' reactions to change. The main contribution of this study is to investigate how each of the individual and organizational antecedents of the employees' responses to the change influences the cognitive and behavioral reactions towards the change employing a multidimensional approach.

The purpose of this paper is to assess cognitive, affective, and behavioral reactions of employees to merger and acquisition (M&A) situations.

The paper reports responses of 225 managers of four banks that have gone through mergers (two merger cases), recently in India. Data are collected on a structured questionnaire containing standard scales of leader‐member exchange (LMX), leader communication and employees' reactions to M&As. The psychometric properties of the measures are established before testing the hypotheses.

Results show that affect mediates the relationship between cognitive and behavioral reactions to M&A. Leader communication fully mediates the relationship of the contribution dimension of LMX with cognitive reactions.

The results have implications for using LMX and communication with the leader in M&A situations. Though, single source data may be a limitation but primary data from real‐life M&A situation is strength of the paper.

The study offers insight into the affective, cognitive and behavioral reactions of employees to merger and acquisition situations.

At the heart of organizational change lies the extent to which individuals cope with the uncertainties and complexities that change introduces into their work lives. The purpose of this paper is to analyze the behavioral reactions of employees to change and their associated reasons for or against a large-scale technological change implemented in a bank.

A total of 146 bank employees located in 40 bank branches participated two times in providing critical incidents regarding their initial and midcourse reactions to this change.

Results showed that anticipated benefits associated with change initiate positive reactions to change. These reactions are maintained positive due to supervisory support. Resistance is activated by perceived high cost-low benefit change at hand and it is shifted to active support when there is open communication and supervisory support.

Until now the majority of research studies on reactions to change do not investigate the duration and/or continuity of a behavior, assuming that once the reasons behind and the behaviors are formulated these will persist over time.

This conceptual article presents a theoretical approach to understanding the atmosphere at sports stadiums. Using the environmental psychology behavioural model proposed by Mehrabian & Russell (1974), and taking into account recent findings in consumer research, we develop a comprehensive framework for investigating this atmosphere. The framework highlights the role of emotions elicited by different stimuli in sports stadiums. We also suggest a number of direct and indirect influences on behavioural outcomes, caused by the emotional reactions and personal predispositions of spectators - influences that are of economic relevance. The proposed framework also forms a starting point for future empirical studies.

This paper aims to study the cross-modal correspondence between a visual stimulus (i.e. glossiness), haptic perception and consumers’ reactions (internal responses and behavioral intentions).

Using an experimental design, three experimental studies have been conducted to test the effect of a glossy (versus matte) packaging upon the perception of haptic features of a packaging (roughness, thickness and lightness), internal reactions (perceived product quality and product attractiveness) and behavioral intentions (purchase intention and willingness to pay).

This paper evidences the significant impact that glossiness bears on the haptic perception of a packaging material as well as upon internal reactions and behavioral intentions. A new conceptual framework combining the SOR model and the cross-modal correspondences is validated.

The results encourage further research to explore the wide range of potential cross-modal correspondences between visual stimuli and haptic perception.

The results highlight the critical influence of visual cues for managers, especially for online shopping or advertising. Even if consumers cannot touch the product, it is possible to induce haptic perception through visual cues and to influence the internal reactions and behavioral intentions.

This research demonstrates that the packaging texture and weight can be visually induced through glossiness.

In a multicultural context, this study aims to investigate the effect of ingroup versus outgroup categorization and stereotypes on residents' emotional and behavioral reactions in neighbor‐to‐neighbor conflicts. Based on the literature on the “black sheep effect”, the authors predicted that residents would actually be more irritated by ingroup than outgroup antagonists. Secondly, they predicted that reactions to deviant behavior by an outgroup antagonist would be shaped by the valence of stereotypes about the respective groups.

Residents with either a native‐Dutch or a Turkish background (n=529) completed a questionnaire on outgroup stereotypes, and responded to a conflict situation in which the ethnicity of an antagonist was manipulated between subjects.

Supporting the black sheep effect, results reveal that both native‐Dutch and Turkish residents reported more negative emotions towards an ingroup than an outgroup antagonist. In addition, when confronting an outgroup antagonist, stereotype negativity was related to more negative emotions and intentions for destructive conflict behavior.

The current study demonstrates that residents may actually get irritated more easily by ingroup than outgroup antagonists. Reactions to outgroup antagonists are further moderated by stereotype valence; negative outgroup stereotypes may lead to less tolerance towards outgroup antagonists and higher chances for conflict escalation.

This is the first paper in which evidence for the black sheep effect is obtained in a field study and simultaneously for majority and minority members. In addition, evidence is presented that emotions may mediate the influence of the antagonist's group membership on conflict behavior.

The purpose of this paper is to contribute to the literature on service quality and value co-creation and co-destruction by unpacking the phenomenon described as “difficult customers”, which has many associated costs for service organizations. The paper examines how frontline service employees make sense of and react to client behaviors that disrupt service processes.

This is a qualitative study with 128 frontline workers, who were interviewed about their perceptions, explanations and reactions to problem-related customers, using a sensemaking perspective.

Content analysis revealed 17 themes related to workers' perceptions, explanations and reactions to problem-related customers. Workers classify behaviors of problem-related customers in terms exceeding the single notion of intentionality that dominates the literature, instead referring to the degree of both controllability and malevolence of customers. Service workers choose a wide range of behavioral reactions that have not been studied before.

A convenience sample, although large, limits generalizability. Suggestions for future quantitative research are proposed.

Based on the findings, the authors suggest specific directions related to managerial policy and organizational practices related to training and employee empowerment and service recovery routines.

The study introduces a new theoretical notion of “problem-related customers”, set within a value co-creation context. It presents findings that enable deeper understanding of the emotional and behavioral reactions of frontline workers to service disruptions and offers multiple scholarly contributions, new research directions and managerial insights that can help to improve service recovery and service quality

Previous research on brand crisis has introduced the difference between a values-related crisis and a performance-related crisis. However, little remains known regarding consumers’ varying negative responses towards these two different types of brand misconduct. This paper aims to investigate and compare consumers’ affective and behavioural negative reactions (i.e. negative word of mouth and purchase intention) towards a faulty brand during a values-related crisis and a performance-related crisis by testing the mediation of negative emotions and introducing the moderating role of cultural belongingness (collectivistic vs individualistic).

The authors tested a model of moderated mediation in a cross-cultural investigation on a sample of 229 Italian and Asian consumers. The study is a 2 (cultures: collectivistic vs individualistic) × 2 (crisis: performance-related vs values-related) between-subjects experimental design. The moderated mediation model shows that consumers’ negative reactions (negative word of mouth and negative purchase intention) towards a faulty brand involved in different crisis typologies is explained by the mediating role of negative emotions, and that this mediation depends on a consumer’s cultural belongingness.

The results suggest that consumers belonging to a collectivistic culture (e.g. Asian culture) tend to react in a more severe and strict manner when faced with a values-related brand crisis event then when faced with a performance-related crisis. The arousal of negative emotion towards a brand represents the mediating variable in behavioural responses (i.e. negative word of mouth and purchase intention).

The present study extends current knowledge in the field of consumers’ negative response to brand irresponsibility behaviours while introducing the role of crisis typology and cultural belongingness. In particular, individualistic people are more sensitive to a values-related crisis in comparison with a performance-related one. The findings of this study have strong managerial implications for defining effective response strategies to negative events involving brands in different markets.

The purpose of this paper is to investigate how individuals perceive and react to the involuntary demotion of a co-worker in their organisation.

The authors draw on 46 semi-structured in-depth interviews (23 dyads) with co-workers of demoted individuals.

The findings suggest that an individual’s observation of the demotion of a co-worker has three stages: their perception of fairness, their emotional reaction and their behavioural reaction. The perception of fairness concerned issues of distributive, procedural, interpersonal and informational justice. The emotional responses identified were feelings of disappointment/disillusion, uncertainty, vulnerability and anger. Finally, the behavioural reactions triggered by their emotional responses included expressions of voice, loyalty, exit and adaptation.

Perceptions of (in)justice perpetrated on others stimulate emotional and behavioural responses, which impacts organisational functioning. Managers should therefore pay attention to the way a demotion is perceived, not only by those directly concerned, but also by co-workers as observers.

To influence consumer pre-purchase decision-making processes, such as brand selection and perceived brand experience, brands are interested in adopting hyperconnected technological stimuli, such as artificial intelligence, augmented reality (AR), virtual reality, social media and tech devices. However, the understanding of different hyperconnected touchpoints remained shallow and results mixed in previous literature, despite the fact that these touchpoints span different technological interfaces/devices and may influence consumer brand selection. This paper aims to solidify the conceptual underpinnings of the role of online hyperconnected stimuli, which may influence consumer psychological reactions in terms of brand selection and experience.

This paper is conceptual and presents a discussion based on extant literature from various international publishers.

The authors revealed different technological stimuli in the online hyperconnected environment that may influence consumer online hyperconnected brand selection (OHBS), perceived online hyperconnected brand experience (OHBE), perceived well-being and behavioral intention.

The conceptual understanding of OHBS and perceived OHBE was mixed and inconsistent in previous studies. This paper brings together extant literature to establish the conceptual understanding of antecedents and outcomes of OHBS, i.e. perceived OHBE, perceived well-being and behavioral intention, and presents a cohesive conceptual framework.