Search results

Neuromarketing is a marketing communication field that applies neuroscience and physiological research tools to study consumer behavior toward stimuli, viz., ads and brands. This study aims to assess research trends in the neuromarketing field on the most influential journals, authorships, countries, citations and co-occurrences. The Scopus database is used to analyze identified articles from 2013 to 2022 and for the eligible research articles, a “systematic methodological review” (SMR) on consumer behavior through neuromarketing approach was done. “Visualization of Science (VOS)” viewer and “Biblioshiny” by R-studio software have been used for mapping the keyword analysis, co-citation analysis and author occurrence analysis. It was further found that of the top 10 academic institutions, the list is dominated by the six Asian institutions. It was further witnessed that journal “Physiology and Behavior” is trending as the most dedicated and emerging journals on neuromarketing and consumer behavior. Asian nations such as Bangladesh, China, India, Indonesia, etc., are turning out to be an emerging collaborators and publishers in this niche area of research, thereby giving tough competition to most developed countries. The findings of the thematic mapping show that neuromarketing is itself a very novel and newest area of study and topics such as “human marketing,” “neuromarketing,” “consumer behavior” and “electroencephalography” are new dimensions that can be looked upon in future.

Purpose: The importance of creativity and innovation can’t be overstressed today. Especially in the context of volatility, uncertainty, complexity, and ambiguity (VUCA) world, firms cutting across businesses have to pay special attention to building a culture of creativity and innovation around business processes.

Design/Methodology/Approach: The study uses an extant literature review and practical cases to highlight the parameters required to build a culture of creativity and innovation in companies. These parameters lead to the development of the conceptual framework that can help firms sustain innovation even amidst a fast-changing business environment.

Findings: The findings suggest that focus on internal and external forces is required to keep up innovation efforts in the VUCA world. Being agile with a discrete focus on learning is essential to remain creative and innovative for business sustainability.

Research Limitations/Implications: The study is crucial for academicians, practitioners, and policy makers. It is expected to open new avenues of research for further contributing to the body of knowledge related to the field of creativity and innovation while expected to help society by bringing them more innovative products at pocket-friendly prices.

Originality/Value: The study is unique as it delineates the relationship between creativity and innovation in the context of the VUCA world. The research also offers an innovation framework that is a valuable addition to both fields of academia and corporate.

Customer experience is increasingly recognized as a source of competitive advantage. Customer experience refers to customers' responses and reactions to cues within touchpoints along customer journeys. Nowadays, customers often interact with online touchpoints – such as social media, websites, or e-commerce – in their customer journeys. Given that customer experience is multidimensional, this chapter addresses the following question: How can sensorial experiences be triggered in online touchpoints? Based on a review of the literature on customer experience and sensory marketing, four challenges in triggering sensorial experiences in online touchpoints are identified: (1) limited sensorial cues, (2) lack of thematic congruence between online and offline touchpoints, (3) sensory overload, and (4) lesser control over sensorial cues. Then, two routes through which organizations can trigger sensorial experiences in online touchpoints are proposed: (1) directly influencing sensations through sensory-enabling technologies, and (2) indirectly influencing sensorial perceptions through the use of sensory and nonsensory cues. The chapter closes with a presentation of a model that describes the process of triggering sensorial experiences in online touchpoints as well as a checklist of relevant questions for practitioners who wish to do so.

Knowledge management (KM) is an important topic in the age of big data, and this study adds to the existing body of literature by providing a novel KM perspective on the technological phenomenon of artificial intelligence (AI). This study aims to discover how AI might facilitate knowledge-based business-to-business (B2B) marketing. In this chapter, the authors take a close look at the building blocks of AI and the relationships between them. Future research directions and also the effects of the various market information building components on B2B marketing are discussed. The study’s approach is theoretical; it tries to provide a framework for characterising the phenomenon of AI and its constituent parts. Additionally, this chapter provides a methodical analysis of the three categories of market information crucial to B2B marketing: knowledge of customers, knowledge of users, and knowledge of external markets. This research looks at AI through the lens of the conventional data processing framework, analysing the six pillars upon which AI systems are founded. It also explained how the framework’s components work together to transform data into actionable information. In this chapter, the authors will look at how AI works and how it can benefit B2B knowledge-based marketing. It’s not aimed at AI experts but rather at general marketing managers. In this chapter, the possible effects of AI on B2B marketing are discussed using examples from the real world.

Positive-framed and negative-framed messages were delivered to examine the effect of framing on intertemporal decisions through lab experiments while holding the level of financial literacy constant. The three big questions adopted by Lusardi and Mitchell were utilized to assess the financial literacy of our subjects before they were asked to complete 20 incentivized intertemporal decisions. A small, delayed reward and a slightly bigger one were incorporated into the intertemporal decisions with a delay of 30 days. The ordinary least square (OLS) shows that the negative relationship between financial literacy and discount rates was held when the delayed reward was small. Interestingly, when the delayed reward became slightly bigger, their discount rates were reduced significantly with the negatively framed message. These findings suggest that the negatively framed message can motivate individuals to save for a greater return in the real world. Lastly, subjects with the highest level of financial literacy were not responsive to the magnitude effect, proving that a financial literacy program is essential to strengthen the individual's financial plan and reduce their discount rates in the developing country context.

In today’s dynamic business environment, it’s crucial for companies to employ robust strategies and decision-making tools to remain competitive. This chapter explains the key comprehensive policies that can be applied by any company to maximise the effectiveness of the APPNIE framework. These policies include the following key elements for effective use of the APPNIE model: appointing an APPNIE manager responsible for maintaining and updating the model, collaborating with top executives, and formulating action plans; raising awareness of the APPNIE manager’s role across the organisation to encourage sharing valuable information (establishing clear procedures and channels for data collection); encouraging the communication of valuable data by offering recognition or rewards, ensuring a steady flow of filtered information; monitoring the eight quadrants using qualitative and quantitative data for up-to-date assessments of key APPNIE’s factors; organising regular meetings between APPNIE managers and directors from different functions to share perspectives, discuss action plans, and address challenges and opportunities. The chapter shows that by adopting these practices, companies can navigate ‘complexity’, make informed decisions, and enhance their overall success and competitiveness in the market.

This chapter proposes a conceptualization of joyful leadership as a unique leadership style and identifies a future research agenda to further explore the concept. While the concept of joyful leadership appears repeatedly in the nonacademic literature, including in blogs, vlogs, and podcasts, there is limited reference to joyful leadership in the academic literature highlighting a lack of academic rigor around the concept. Joyful leadership is proposed as a unique leadership style with specific patterns of behavior demonstrated by the leader. This research draws on understandings of emotion, positive affect, and leadership in the academic literature to develop a conceptualization of joyful leadership.

The proposed conceptualization is based on an extensive literature review drawing from both the leadership field and the study of emotions including various theoretical perspectives from these diverse fields.

Based on discrete emotion theory a conceptualization of joyful leadership as a unique leadership style is presented, identifying key patterns of behavior associated with joyful leadership including discrete autonomic patterns, actions, nonverbal signals, and identified feelings.

This research outlines a conceptual model to provide an understanding of the concept of joyful leadership as a unique leadership style. It draws on the current study of emotion, positive affect, and leadership and more specifically examines the concept of joyful leadership aligned to discrete emotion theory. This particular theory of emotion, when examined in relation to leadership, provides a basis for the concept of joyful leadership as a leadership style and the basis for its proposed characteristics and outcomes.

This study attempts to identify and explicate the unique segmentation of the increasingly growing virtual reality (VR) user market based on the user experience. Consequently, it collects five hundred forty-five online survey questionnaires through the Prolific platform and deploys cluster analysis to identify mutually exclusive groups of VR users. The research variable, user experience, contains 16 indicators explained by four dimensions. As a result, this study is able to unveil three mutually exclusive markets which are labeled as (1) beginner, (2) aficionado, and (3) utilitarian. The unique features of these three groups are further compared based on their VR tour behaviors. In the conclusion section, it offers managerial implications for devising novel marketing strategies.

The world needs more Eastern knowledge and, ergo, more consciousness. Humanity will unlikely experience a quantum leap in consciousness if we keep ignoring Eastern and other sources of perennial wisdom in the design and development of our socioeconomic and ecological systems. This chapter aims to bridge the consciousness gap by exploring the meaning and application of Buddhist and Taoist systems thinking to regenerative systemic leadership, design, development and sustainable transformation.