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Microblog has become an important tool of social marketing since 2010. Compared with traditional blog, microblog has several distinctive features, such as ease of use, viral transmission, high interactivity and real-time communication. Microblog provides a communication platform for companies and consumers; however, it challenges companies’ consumer-brand relationship management. The purpose of this paper is to investigate the influencing mechanism of microblog interaction tactics on consumer-brand relationship.

Based on grounded theory, 66 representative companies’ posts on Weibo are collected, with 1,395 company posts and 5,959 following posts. An influence mechanism model of company microblog interaction tactics on consumer-brand relationship is proposed, then the saturation level of this mechanism is tested.

Results show that: first, companies adopt two types of tactics in microblog interaction: social interaction and task-oriented interaction; second, microblog interaction arises consumers’ emotional response and cognition toward specific brand and eventually influences consumer-brand relationship. Consumers’ emotional response includes pleasure and arousal, brand cognition includes perceived quality, perceived relatedness with companies and brand resonance; third, the influence mechanism differs among different consumer knowledge level, industry and brand awareness.

This study provides insight into the use of microblog interaction tactics. Companies may cross-use social interaction and task-oriented interaction tactics to enhance consumer-brand relationship. Companies need to produce microblog content based on the interests of consumers and further establish and improve fan feedback mechanism.

This paper constructs a model of the influence of company microblog interaction tactics on consumers. This study finds that co-creation activities initiated by companies are the new tactics to attract consumers on microblog. The finding adds new knowledge to the literature of company consumer interaction and provides a theoretical basis for the practice of microblog marketing.

Following the traditions of stakeholder salience theory, this paper aims to contend that some institutional investor activists and tactics have more power, legitimacy and urgency than others.

The author undertakes an empirical test of a saliency table looking at the effects of institutional investor heterogeneity on portfolio firm responses using ordinal logistic regression.

This study found heterogeneity for institutional investor type to drive firm responses but not tactic type raising the importance of the attributes of each type of investor activist. The author found a rank ordering of public pension plans, hedge funds and then private multiemployer funds in saliency to portfolio firms. In addition, the use of proxy-based tactics did not help or hurt each investor type. Both findings challenge prior empirical work.

The rank ordering based upon the heterogeneity of institutional investor activists and their tactical interactions are tested providing empirical evidence of the most influential activist investors and tactics in one study, which is rare in the literature.

This article explores the influence of duality in institutional logics on internal accounting, with a focus on a Polish public university. More particularly, we answer the research question: how does illegitimacy risk arising from the divergent pressures of the institutional environment impact management accountings in this institution?

This paper seeks to uncover intricacies of notions of internal legitimacy façade, decoupling and counter-coupling in practice. It explores details of organizational responses involving management accounting aimed at reducing illegitimacy risk. Achieving good organizational access, the authors adopt a qualitative case study approach involving contextual appreciation/document analysis/participant observation/discussion with key actors: facilitating building upon theoretical argumentation through finding things out from the field.

The authors uncover and discuss organizational solutions and legitimizing manoeuvres applied, identifying four adaptation tactics in the struggle to support legitimacy that they term ‘ceremonial calculations’, ‘legitimacy labelling’, ‘blackboxing’ and ‘shadow management accounting’. These can be seen in relation to decoupling and counter-coupling. Ceremonial calculations supported the internal façade. Shadow management accounting supported pro-effectiveness. Legitimacy labelling and blackboxing helped bind these two organizational layers, further supporting legitimacy. In interaction the four tactics engendered what can be seen as a ‘counter-coupling’ of management accounting. The authors clarify impacts for management accounting.

The usual limitations of case research apply for generalizability. Theorizing of management accounting in relation to contradictory logics is advanced.

The article illuminates how management accounting can be understood vis-à-vis contradictory logics.

Elaboration of the tactics and their interaction is a theoretical and empirical contribution. Focus on a Polish university constitutes an empirical contribution.

The objectives of the paper were to develop a theoretical framework of the online shopping experiences (OSE) concept, identify its constituent dimensions and subdimensions, and propose and test a comprehensive measurement scale that would incorporate and reconcile existing fragmented approaches to the phenomenon.

This paper utilized a mixed-method approach to conceptualize a complex phenomenon of online shopping experiences (OSE). Study 1 employed the grounded theory approach to understand the phenomenon, propose its comprehensive definition and a conceptual model. Study 2 developed and tested a comprehensive OSE measurement scale.

The study conceptualized OSE as a second-order construct with four mutually-connected constituent dimensions of OSE: practices, context, values and emotions, and their respective 21 subdimensions. It developed and validated a comprehensive scale that is superior to earlier proposed fragmented measures of OSE.

The proposed theoretical framework can serve as a foundation for the OSE research stream and consolidate existing findings by providing a conceptual umbrella for different OSE aspects addressed in earlier research. The OSE measurement scale can be used to assess the impact of each OSE component on satisfaction and loyalty in different shopping situations.

The findings can assist retailers in evaluating usefulness of various tools in eliciting certain experiential effects, devising specific approaches to consumers at different touch points along their dynamic OSEs and developing engagement tactics for various shopping environments.

The study combined qualitative and quantitative approaches to offer a most comprehensive and unifying conceptualization and measurement instrument of OSEs.

Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process.

Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses.

The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction.

Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.

Cross-app interactive search has become the new normal, but the characteristics of their tactic transitions are still unclear. This study investigated the transitions of daily search tactics during the cross-app interaction search process.

In total, 204 young participants' impressive cross-app search experiences in real daily situations were collected. The search tactics and tactic transition sequences in their search process were obtained by open coding. Statistical analysis and sequence analysis were used to analyze the frequently applied tactics, the frequency and probability of tactic transitions and the tactic transition sequences representing characteristics of tactic transitions occurring at the beginning, middle and ending phases. 

Creating the search statement (Creat), evaluating search results (EvalR), evaluating an individual item (EvalI) and keeping a record (Rec) were the most frequently applied tactics. The frequency and probability of transitions differed significantly between different tactic types. “Creat? EvalR? EvalI? Rec” is the typical path; Initiate the search in various ways and modifying the search statement were highlighted at the beginning phase; iteratively creating the search statement is highlighted in the middle phase; Moreover, utilization and feedback of information are highlighted at the ending phase. 

The present study shed new light on tactic transitions in the cross-app interactive environment to explore information search behaviour. The findings of this work provide targeted suggestions for optimizing APP query, browsing and monitoring systems.

This paper aims to explore salesperson–customer interactions to identify actual behaviors that result in enhanced customer disclosure and classify them as disclosure tactics, and to explore whether certain tactics are more likely to lead to salesperson–customer relationship advancement.

This qualitative research uses conversation analysis to identify salesperson disclosure tactics that result in customer disclosure, using 12 video-recordings of authentic business-to-business initial sales meetings between a salesperson and customer.

Findings showed four disclosure tactics that salespeople use to get customers to disclose information: embedded expertise claims, tailored references, demonstrations of preparation and customer orientation and benevolence. These tactics appear more often and are executed differently in sales meetings that successfully advance.

The research addresses an unexplored area of specific salesperson behaviors and their connection to customer disclosure and relationship advancement in the exploration phase. Additionally, this fills a gap that cannot be addressed with traditional survey or interview data and brings conversation analysis to this particular area.

This research aims to explore the notion of fit between subordinates’ need for cognitive closure and supervisors’ power tactics on organizational conflict management.

Two-hundred and ninety employees drawn from six different Italian organizations were recruited for the purpose of this study.

Results indicated that high-need-for-closure subordinates utilized more constructive (solution-oriented) conflict management strategies when their supervisors relied on harsh power tactics, whereas low-need-for-closure subordinates were more inclined to use solution-oriented conflict management strategies when their supervisors relied on soft power tactics. Additionally, results indicated that, overall, supervisors’ use of harsh power tactics increased subordinates reliance on maladapted (control-oriented) conflict management strategies, but even more so for subordinates with low need for cognitive closure.

This study highlights the importance of supervisor–subordinate fit to understand conflict management in organizational setting.

Integrating territoriality and the job demands-resources model, this study investigated tactics that managers use to hinder their talented employees’ internal job transfer attempts. This study proposed that managers’ psychological ownership of talent would relate to their use of persuasion and nurturing tactics, and that managers’ role overload and job social support would moderate these relationships.

The data for this study was collected by administering two surveys approximately two weeks apart. A hundred and sixteen managers provided complete data for analysis.

Psychological ownership of talent related to persuasion tactics but not nurturing tactics. When overload was higher and social support was lower, managers with higher psychological ownership reported using more persuasion tactics to hinder their talented employees’ internal mobility. This study did not find significant interactions for nurturing tactics.

Internal talent hindering can impede employee access to critical learning and growth opportunities, and employees who feel their mobility is restricted may be more inclined to turnover. Accordingly, managers who hinder internal mobility can negatively affect talented employees’ leadership development within an organization and the effectiveness of its succession plans.

This study demonstrates empirically that managers intentionally use tactics to hinder the internal transfers of their talented employees. This study identifies predictors and boundary conditions of hindering tactics, and this knowledge can help organizations address internal talent hindering.

Research has indicated that gender stereotypes, especially as they relate to women, are changing due to their growing numbers in the labor force. This research on power usage for gaining compliance in conflict situations examines whether a similar tendency exists for social power tactics, another aspect of the gender stereotype.

In two studies, one focusing on manager‐subordinates interactions (n=141) and the other on husband‐wife relationships (n=149), participants were presented with scenarios describing conflict situations relevant for each setting occurring in three time periods ‐ past, present, and future – and then estimated the frequency of power category (harsh/intermediate/soft) usage by men and women in each of these periods.

Findings indicated that gender stereotypical attributions eroded over time with a greater ascription of feminine tactics to males in the present and future. It was also found that harsh tactics usage was attributed to a greater extent in the work rather than the home setting.

In general, stereotype research assesses perceptions rather than reality. The perceptions measured here regarding past and future, though intrinsically informative, may reflect selective perception or social desirability.

This work indicated that the increasing involvement of women in the work force seems to have affected perceptions of the manner in which individuals exercise power in conflict situations. In particular, gender differences in power usage are viewed as diminishing over time; a tendency more discernible in the work world than at home.