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This study aims to empirically test how sponsored video customization (i.e. the degree to which a sponsored video is customized for a sponsoring brand) affects video shares differently depending on influencer characteristics (i.e. mega influencer and expert influencer) and brand characteristics (i.e. brand establishment and product involvement).

This study uses a unique real-world data set that combines coded variables (e.g. customization) and objective video performance (e.g. sharing) of 365 sponsored videos to test the hypotheses. A negative binomial model is used to analyze the data set.

This study finds that the effect of video customization on video shares varies across contexts. Video customization positively affects shares if they are made for well-established brands and high-involvement products but negatively influences shares if they are produced by mega and expert influencers.

This study extends the influencer marketing literature by focusing on a new media modality – sponsored video. Drawing on the multiple inference model and the persuasion knowledge theory, this study teases out different conditions under which video customization is more or less likely to foster audience engagement, which both influencers and brands care about. The chosen research setting may limit the generalizability of the findings of this study.

The findings suggest that mega and expert influencers need to consider if their endorsement would backfire on a highly customized video. Brands that aim to engage customers with highly-customized videos should gauge their decision by taking into consideration their years of establishment and product involvement. For video-sharing platforms, especially those that are planning to expand their businesses to include “matching-making services” for brands and influencers, the findings provide theory-based guidance on optimizing such matches.

This paper fulfills an urgent research need to study how brands and influencers should produce sponsored videos to achieve optimal outcomes.

This study aims to investigate the impact of stakeholders’ nonfinancial resources (NFRs) on companies’ profitability, filling a significant gap in the literature regarding the role of NFRs in value creation.

Data from 76 organizations from 2017 to 2019 were collected and analyzed. Four primary NFRs and their key value drivers were identified, representing core elements that support different dimensions of a company’s performance. Statistical tests examined the relationship between stakeholders’ NFRs and financial performance measures.

When analyzed collectively and individually, the results reveal a significant positive influence of stakeholders’ NFRs on a firm’s profitability. Higher importance assigned to NFRs correlates with a higher return on sales.

This study contributes to the literature by empirically bridging the gap between stakeholder theory and the resource-based view, addressing the intersection of these perspectives. It also provides novel insights into how stakeholders’ NFRs impact profitability, offering valuable implications for research and managerial practice. It suggests that managers should integrate nonfinancial measures of NFRs within their performance measurement system to manage better and sustain companies’ value-creation process.