Search results

This study aimed to investigate the influence of brand-targeted animosity on consumers' boycott intentions for target fashion products via their cognitive and affective evaluations, in the context of the “Xinjiang cotton ban” incident. The moderating role of xenocentrism was also examined.

Data were collected through an online survey in China using convenience sampling, and 411 valid responses were obtained. The collected data were analyzed using SPSS 26.0 for the descriptive statistics, frequency analysis and reliability analysis. AMOS 24.0 was employed for the confirmatory factor and structural equation modeling analyses. Bootstrapping analysis using PROCESS Macro was employed to analyze the moderating effects.

This study found that consumers' brand animosity directly and positively affected boycott intentions and that this influence was sequentially mediated through cognitive-affective evaluations. However, cognitive product judgment did not directly affect boycott intentions. The results showed that xenocentrism had a moderating effect on the relationship between animosity and cognitive judgment. The higher the xenocentrism of consumers, the weaker the negative effect of animosity was on cognitive judgment.

This study bridges the gap in the literature on animosity and xenocentrism in a fashion-related context through examining the consequences of brand animosity.

This study aims at establishing the moderating role of self-efficacy in the relationship between organisational culture (OC) and organisational commitment in the perspective of institutions of higher learning in a developing country.

A cross-sectional design was used to obtain quantitative data from 572 academic staff in eight universities. The sample was selected following a simple random technique. The study data were analysed using SPSS version 23.

The study findings reveal that OC and self-efficacy influence organisational commitment. Further, self-efficacy moderates the relationship between OC and organisational commitment.

Universities should foster a culture that emphasises collaboration, open communication, inclusion, equity and staff development to increase organisational commitment. In order to build academic staff self-efficacy, universities should provide opportunities for training and development, mentoring, coaching, continuous performance evaluation, and regular feedback to stimulate academic staff's desire to remain committed to the institution. University administrators should look beyond traditional skills and competencies when recruiting future academic staff as their personal beliefs are essential to accelerating organisational commitment.

This study extends the current literature in organisational behaviour and provides a comprehensive understanding of the relationship between OC and organisational commitment using the Competing Values Framework. This study was also conducted in a developing country context, which can always lead to different results than studies conducted in developed countries.