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Open Access
Article
Publication date: 15 May 2023

Nijs Bouman and Lianne Simonse

Engaging with customers and addressing unmet value have become increasingly challenging within multi-stakeholder environments of service innovation. Therefore, this paper aims to…

3768

Abstract

Purpose

Engaging with customers and addressing unmet value have become increasingly challenging within multi-stakeholder environments of service innovation. Therefore, this paper aims to address this challenge by studying how strategic design abilities address unmet value in service engagement strategies.

Design/methodology/approach

The authors conducted a qualitative inductive study at a multinational corporation and interviewed marketing and design professionals on their innovation practices in service engagement strategies.

Findings

From the inductive analysis, this study identified three strategic design abilities that effectively contribute to addressing unmet value throughout the co-evolving process of service engagement: envisioning value, modelling value and engaging value. Based on this, this study proposes the emerging co-evolving loop framework of service engagement strategies.

Research limitations/implications

The limitation of this emerging theory is a lack of broad generalizability with mutual exclusivity or collective exhaustiveness across industries. A theoretical implication of the framework is the integration of strategic design and services marketing towards co-created engagement strategies.

Practical implications

The service engagement loop framework can be of great value to service innovation processes, for which an integrated, cross-functional approach is often missing.

Social implications

The findings further suggest that next to a methodological skillset, strategic design abilities consist of a distinct mindset.

Originality/value

This paper introduces strategic design abilities to address unmet value and proposes a novel co-evolving loop framework of service engagement strategies.

Details

Journal of Services Marketing, vol. 37 no. 10
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 20 December 2022

Di Lu, Run Kai Jiao, Fei-Fei Li, Hang Yin and Xiaoqing Lin

Previous studies showed that the unconscious-intuitive strategy resulted in a better choice for it is more predictive of actual interest. This benefit may be influenced by…

Abstract

Purpose

Previous studies showed that the unconscious-intuitive strategy resulted in a better choice for it is more predictive of actual interest. This benefit may be influenced by occupational engagement, for the dual process of career decisions takes it as a tool for multidevelopment and optimal adjustment. Thus, we replicated (and extended) the study of Motl et al. (2018) through two experiments to identify the role of three pre-decisional strategies and then explore the combined effects of occupational engagement and these strategies. The purpose of this paper is to address these issues.

Design/methodology/approach

The authors replicated (and extended) the study of Motl et al. (2018) through two experiments. First, both studies adopted generalized linear mixed-effects models for statistical analyses to distinguish random and fixed effects. Second, Study 2 used a computer-based process-tracing program called “Mouselab” to explore the effect of the pre-decisional strategy self-generated on participants' interest appraisals over time.

Findings

Study 1 found that engagement helped promote participants' interest experience when decisions as usual and the intuitive strategy did not produce optimal choices. Further, people with more prior knowledge about situations no longer achieved as many benefits from their allocated strategy (i.e. rational strategy) as those with less. Study 2 failed to find adequate advantages of the intuitive strategy. Specifically, people with less search depth (the heuristic-intuitive strategy) were more interested in their choices. Nevertheless, when the strategy was manipulated as variability of search (VS), it only found the promotion of engagement, but it neither found the interaction between engagement and strategy nor did strategy itself.

Originality/value

The present paper provides mixed support for adaptive career decision-making. Career counselors can use occupational engagement levels as a reference for pre-decisional strategy selection and coach clients to adopt a proper decision-making process/method to make interest forecasts.

Details

Career Development International, vol. 28 no. 1
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 20 March 2023

Suk Chong Tong and Fanny Fong Yee Chan

With the growing popularity of digital engagement, this study explores the interrelationships among digital engagement, interactivity and engagement strategies from the…

Abstract

Purpose

With the growing popularity of digital engagement, this study explores the interrelationships among digital engagement, interactivity and engagement strategies from the perspective of practitioners.

Design/methodology/approach

Individual in-depth interviews were conducted with 27 practitioners who have been involved in marketing communication activities in Hong Kong.

Findings

It was found that practitioners interpreted digital engagement mainly from the cognitive and behavioral dimensions and organizations engaged with their target audiences with either transactional or transitional communications. Functional interactivity and medium interactivity were perceived as the basis of digital engagement.

Originality/value

This qualitative analysis enriches the extant literature in marketing and public relations by delineating the relationships between interactivity and the use of different levels of digital engagement strategies, as well as guiding practitioners in setting effective digital engagement strategies.

Details

Journal of Research in Interactive Marketing, vol. 17 no. 6
Type: Research Article
ISSN: 2040-7122

Keywords

Article
Publication date: 3 March 2020

Hester Nienaber and Nico Martins

Employee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically…

3777

Abstract

Purpose

Employee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.

Design/methodology/approach

This study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.

Findings

The statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.

Research limitations/implications

This includes low response rate from some groups.

Practical implications

The importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.

Social implications

The costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.

Originality/value

Employee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.

Article
Publication date: 6 March 2020

Conor Drummond, Thomas O'Toole and Helen McGrath

Digitalisation has increased the importance of online forms of marketing, including social media (SM) marketing, for entrepreneurial firms. This paper aims to identify digital…

11938

Abstract

Purpose

Digitalisation has increased the importance of online forms of marketing, including social media (SM) marketing, for entrepreneurial firms. This paper aims to identify digital engagement strategies and tactics in developing SM marketing capability.

Design/methodology/approach

The study uses ethnographic content analysis of an entrepreneurial firm and a network of business-to-business (B2B) actors to classify 1,248 B2B Facebook posts and Twitter tweets from a case of an artisan food producer in addition to semi-structured interviews with 26 networked actors.

Findings

The authors derive a range of digital engagement strategies (8 in total) and tactics (15 in total) for the four defining layers of SM marketing capability, namely, connect, engage, co-ordinate and collaborate.

Research limitations/implications

This research focuses on a case study and a network of B2B actors within the artisan food sector. However, the strategies and tactics are applicable to other entrepreneurial firms and contexts.

Practical implications

The digital engagement strategies and tactics are of direct practical benefit to entrepreneurial firms willing to learn and develop SM marketing capability in interaction with their B2B partners.

Originality/value

This study investigates three under-researched areas, SM as it relates to B2B relationships, and entrepreneurship, and marketing capability gaps in an era of rapid digitalisation. The definition of SM marketing capability and associated digital engagement strategies and tactics are new to the extant literature moving forward the understanding of SM B2B marketing in theory and practice.

Article
Publication date: 31 January 2018

Michael Abebe and Wonsuk Cha

This study explores corporate strategic orientations as important drivers of firms’ philanthropic engagement. Specifically, the purpose of this paper is to empirically examine the…

Abstract

Purpose

This study explores corporate strategic orientations as important drivers of firms’ philanthropic engagement. Specifically, the purpose of this paper is to empirically examine the relationship between two broad corporate strategic orientations – domain offense (DO) and domain abandonment (DA) strategies – and the level of philanthropic engagement.

Design/methodology/approach

The authors propose that firms pursuing aggressive DO strategies are more likely to invest in corporate philanthropy as part of their market expansion efforts. On the contrary, firms pursuing DA strategies are less likely to invest in corporate philanthropy because of decreased slack resources, rather conservative external stakeholder expectations as well as a firm’s conscious decision to disengage with external stakeholders. Hierarchical multiple regression analysis was conducted using data from 122 publicly traded US corporations from 2008 to 2013.

Findings

The findings provided empirical support for a significant positive relationship between DO strategies (acquisition and strategic alliance intensity) and firms’ philanthropic engagement. However, the relationship between DA strategies (divestiture and plant/facility closing) and firms’ philanthropic engagement was not found to be significant. Overall, the findings indicated that philanthropic engagements along with carefully crafted DO strategies help firms expand their market presence.

Practical implications

Organizational leaders that systematically target philanthropic causes that effectively converge with important corporate strategies do benefit in the long run by achieving better brand equity and overall enhanced corporate reputation.

Originality/value

By empirically investigating the relationship between corporate strategic orientations and philanthropic engagement, this study contributes to the on-going scholarly discussion on the link between corporate strategies and philanthropic engagements.

Details

Management Decision, vol. 56 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 14 May 2018

Wondwesen Tafesse and Anders Wien

This study aims to examine how message strategy influences consumer behavioral engagement in social media. To this end, the study develops a comprehensive typology of branded…

9822

Abstract

Purpose

This study aims to examine how message strategy influences consumer behavioral engagement in social media. To this end, the study develops a comprehensive typology of branded content in social media and tests for its effect on consumer behavioral engagement.

Design/methodology/approach

A sample of brand posts derived from the official Facebook pages of top corporate brands was double-coded using an elaborate coding instrument. Message strategy was operationalized using three main message strategies (i.e. informational, transformational and interactional) and their paired combinations. Consumer behavioral engagement was operationalized using consumer actions of liking and sharing brand posts. Proposed relationships were tested with MANCOVA and univariate ANOVAs.

Findings

Results indicate that the transformational message strategy is the most powerful driver of consumer behavioral engagement, while no significant difference is observed between the informational and the interactional message strategies. Further, complementing the informational and interactional message strategies with the transformational message strategy markedly enhances their effectiveness.

Practical implications

Useful managerial guidance to develop effective message strategies is offered. In particular, the importance of transformational messages, both as a standalone and a complementary message strategy, is underscored. By mastering and deploying transformational messages more frequently in their social media communication, marketers could improve their effectiveness.

Originality/value

Drawing on a theory-driven typology, this study sheds light on how message strategy shapes consumer behavioral engagement in a social media context. Importantly, the study documents pioneering empirical evidence regarding the effect of combined message strategies on consumer behavioral engagement.

Details

Journal of Consumer Marketing, vol. 35 no. 3
Type: Research Article
ISSN: 0736-3761

Keywords

Article
Publication date: 13 October 2022

Wondwesen Tafesse and Bronwyn P. Wood

Drawing on insights from social influence theory, the MAIN model of digital media affordances and the literature on the attention economy, this study aims to investigate how…

3634

Abstract

Purpose

Drawing on insights from social influence theory, the MAIN model of digital media affordances and the literature on the attention economy, this study aims to investigate how social media influencers’ community and content strategy contribute to follower engagement behavior in the presence of competition.

Design/methodology/approach

This study used a web-scraped data set of Instagram influencers. It measured community strategy using influencers’ number of followers, number of following and breadth of interest; content strategy using modality type and number of posts; competition using number of influencers operating in the same primary domain of interest; and follower engagement behavior using number of likes and comments. A negative binomial regression model was estimated to test the proposed hypotheses.

Findings

The findings reveal that elements of influencers’ community and content strategies, such as number of followers, modality type and number of posts, influence follower engagement behavior. Similarly, competition significantly influences follower engagement behavior both independently and by interacting with influencers’ community and content strategy.

Practical implications

The findings offer insight for brands to identify suitable influencers for partnerships. For instance, brands can judge influencers’ suitability for partnership based on how many followers they have, how many posts they share and how many competitors they have. Further, the findings offer insight for influencers on how they can drive follower engagement behavior by managing their social media community and content.

Originality/value

This study develops an integrated model of factors that determine follower engagement behavior for social media influencers. The findings emphasize influencers’ strategy as the primary driver of follower engagement behavior. Extant studies focus on followers’ motivation and perception to explain follower engagement behavior while the role of influencers’ strategy is underplayed.

Details

Journal of Product & Brand Management, vol. 32 no. 3
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 1 April 2006

Alina Morawska and Matthew Sanders

Despite the importance of increasing engagement and minimising attrition and drop‐out in parenting interventions, there is a paucity of empirical evidence examining factors…

907

Abstract

Despite the importance of increasing engagement and minimising attrition and drop‐out in parenting interventions, there is a paucity of empirical evidence examining factors related to engagement and participation. The range of factors examined in relation to engagement is generally limited in scope and variety, focusing on variables of convenience rather than utilising a theoretically‐driven approach.The aim of this article is to review the factors related to parental engagement with interventions and to describe strategies and implications for improving engagement with parenting interventions. Several policy and practice implications are identified: (1) Poor parental engagement may threaten or compromise the capacity of parenting programmes to deliver valued outcomes. Viable engagement strategies need to be a core part of prevention and early intervention parenting programmes; (2) Agencies delivering parenting services need a proactive engagement strategy, which includes strategies to prevent drop‐out, as well as strategies to actively respond to parental disengagement; (3) Research is needed to test the efficacy and robustness of different engagement enhancement strategies. Empirical tests are needed to test the effectiveness of different engagement strategies in order to ensure that the most efficient, cost‐effective and efficacious approach is used in order to engage parents. Investment of research effort to improve parental engagement is likely to have a high yield in terms of programme efficiency, utility and cost effectiveness. We conclude that research examining how to improve engagement and decrease non‐completion is needed to strengthen the population level value of parenting programmes as preventive interventions.

Details

Journal of Children's Services, vol. 1 no. 1
Type: Research Article
ISSN: 1746-6660

Keywords

Article
Publication date: 8 November 2022

Joel Diener

This paper aims to substantiate the premise that the very task of socially responsible investment (SRI) today is to achieve impact. Based on extensive empirical studies on how…

Abstract

Purpose

This paper aims to substantiate the premise that the very task of socially responsible investment (SRI) today is to achieve impact. Based on extensive empirical studies on how different strategies deliver on this impact premise, it recommends changing the current strategy mix from a focus on exclusion to shareholder engagement.

Design/methodology/approach

Based on an extensive review of the SRI literature, various SRI strategies are theoretically evaluated. Subsequently, an example of a bank that applies a sophisticated engagement strategy is presented.

Findings

It is shown that there are indeed severe differences in the effects of exclusion, positive approaches and shareholder engagement. Impact-oriented investment products should use engagement strategies.

Practical implications

By providing an empirically based rationale for shareholder engagement, this article gives those who practice it a moral and economic justification. Instead of having to defend why there are seemingly unethical companies in their portfolio, they can go on the offense and counter that the “pure” role models are actually “impact washers”.

Social implications

By emphasizing the primacy of the impact of investment products, the transmission mechanism of the capital market to create positive change for the environment and society is strengthened. This should lead to improvements in both areas.

Originality/value

While there are some other studies that examine investor impact in some way, they often do so in a context that is unrelated of sustainable investments. This study structures the empirical evidence on the effectiveness of exclusion, positive approaches and shareholder engagement and provides a recommended course of action for investors and policymakers.

Details

Sustainability Accounting, Management and Policy Journal, vol. 14 no. 5
Type: Research Article
ISSN: 2040-8021

Keywords

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