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The purpose of this paper is to explore whether online leadership affects offline leadership through a mediation mechanism.

Drawing on social presence theory, the authors developed a mediation model of online leadership to offline leadership, and examine the moderating effect of interactivity. Data were collected through an internet questionnaire, with gamers in Taiwan’s leading forum as research targets. After receiving 912 valid questionnaires, the authors used SPSS 21 and AMOS 21 to conduct data analysis to test the model.

The results show that online leadership will affect offline leadership. Moreover, game achievements and character identification have partial mediated effects in this model. Finally, interactivity has a moderating effect in this model.

These findings provide insights for future leadership training effectiveness, training guidelines, game design, and selection of references.

This research extends the current state of knowledge about the paths to transfer online leadership experiences to office situations through direct influence, game achievement, and character identification.

Understanding leadership in newly created online social spaces, such Facebook communities, is an important new area of study within leadership research. This study explores an existing leadership model in offline environments by analyzing leadership strategies used by Facebook community leaders.

By using both quantitative and qualitative methods, data were collected through a survey from 94 Facebook community leaders about their leadership strategies.

Findings show that the framework of leadership behavior in offline groups can also be observed in Facebook communities. The content analysis of the open-ended questions reveals new categories reflecting unique leadership strategies in online environments. Leaders that participated in the study focused on strategies of content and team management, provided their groups with relevant content and personal stories to engage their members and strived to lead both offline and online-related social spaces to build a sense of community.

The growing number of Facebook community leaders and their key role in social media communities raise new questions about their position in light of what is already known about traditional leadership. Since social media occupies a central place in almost every aspect in everyday life, understanding the way that leaders manage these online communities is ever more important, and it can lead to an advancement in online communications.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-01-2020-0034.

This study aims to provide a conceptual framework for exploring the relationship between online game product engagement and online brand community engagement and how these two types of customer engagement affect subsequent offline benefit for customers and online and offline benefits for firms. This study also investigates the antecedents of online game product engagement from the virtual experience perspective.

This study collected data from online gamers in Taiwan. Of the 580 responses, 548 were valid. Smart PLS 3 was used to test the measurement model and the hypotheses in the research model.

The conceptual model is supported. First, the findings show that learning, entertainment, flow and social interaction play key roles in explaining online game product engagement. Second, online game product engagement has a positive effect on online brand community engagement. Finally, online game product engagement and online brand community engagement are crucial drivers of customers’ offline benefit and firms’ online and offline benefits.

Four contributions are made by this study. First, this study explores firms’ online benefit (virtual item purchase intention) and offline benefits, including licensed product and co-branded product purchase intention. Second, this study explores the customer’s offline benefit (offline skill development). Third, it focuses on two types of customer engagement, including online game product engagement and online brand community engagement, and explores the relationship between them. Finally, the concept of virtual experience is used to explore the antecedents of online game product engagement.

Facebook community leaders, often nonprofessionals who make a personal decision to create and manage online spaces, are becoming key players on social media sites. Using the theoretical framework of the uses and gratifications theory, this paper reveals the motivations of these individuals who are responsible for the community's information flow, limits and members' well-being. While some studies have begun acknowledging community leaders' important role in the social media, very little is known about their motivations for creating and leading the communities, often voluntarily.

Using both quantitative and qualitative analyses, data were collected through a survey of 94 Facebook community leaders about their motivations for creating and leading their communities.

The content analysis of the open-ended question reveals that leaders are motivated to create communities to satisfy informational needs, social needs and individual interests. A factor analysis shows five distinct motivations for leading: social, personal, influence, efficacy and community goals. Finally, a hierarchical regression indicates that extroversion, neuroticism, agreeableness, time spent per day and being the creator of the community can predict the level of motivation to lead the Facebook community.

As more and more organizations use online communities, the findings of this study may provide insights into leaders' motivations that can help organizations select their community leaders. This study expands on current research about a popular communication tool, Facebook communities, by examining it within the context of the unique role of online leadership in the social media environment.

This compact case study uses the marketing mix (product, price, place and promotion) and customer segmentation/targeting as theoretical platforms for the Amazon Go business concept. It reinforces the idea that these are important aspects in developing a successful marketing strategy especially when they are aligned with the core competencies of a firm. Additional concepts include localization strategy, loyalty and Maslow’s hierarchy. Localization focuses on merchandising and local partnerships. Customer loyalty is discussed in the context of loyalty programs and consumer trust. Maslow’s hierarchy is used as a way to connect the pandemic and safety concerns to the offline retail experience.

This case was developed from secondary sources readily available in the public domain including websites, news articles and social media sites. This case has been taught in undergraduate marketing management courses.

In 2018, Amazon opened high tech convenience stores across a number of metropolitan cities in the USA offering a checkout-free experience for customers. This case evaluates the marketing aspects of the move including industry structure, store format and customer loyalty. The underlying question is how will Amazon, the company that pioneered online shopping, perform in an offline retail marketplace that is highly competitive? Will Amazon be able to leverage its massive technology power and shake up offline retail? Will changing market forces caused by the pandemic reshape retail as we know it?

This case should be used in a marketing management course or a retailing course for undergraduate students. Applicable concepts include competitive advantage, marketing mix, customer loyalty and retailing in a digital world. This case could also be used to discuss or compare the differences between online and offline brand leadership.

After completion of the case study, the students will be able to illustrate issues in offline marketing and strategy for an in-store business, familiarize students with the challenges involved in the decision-making in integrating online and offline marketing strategies, evaluate the advantages and disadvantages of online and offline marketing and motivate students to apply marketing strategies to real-world business situations

Deepa Kumar, the founder of Yashram Lifestyle, had successfully built a niche brand with a strong online presence in the lingerie industry. Yashram Lifestyle was known for its innovative products and commitment to addressing the real-life vulnerabilities faced by women at different stages of life. With a vision to be a one-stop destination for all intimate and practical needs of women and girls, Yashram had introduced unique products such as period panties, starter bras, incontinence underwear and hygiene panties. On the contrary, Kumar acknowledged that offline marketing strategies, such as pop-up stores, collaborations with physical retailers and participation in industry events, could provide valuable insights into customer preferences, enhance brand visibility and foster direct customer engagement. Offline channels might also enable Yashram Lifestyle to better understand the market dynamics and further drive product innovation. However, owing to the associated costs, logistics and potential risks, Kumar was apprehensive about venturing into offline marketing. She wondered whether Yashram Lifestyle had the necessary assets and expertise to successfully scale up its operations while making these alternate decisions. Furthermore, she questioned herself whether offline marketing efforts would be worth the investment and whether they could lead to substantial growth and increased market share for Yashram Lifestyle.

The purpose of this case study is to provoke critical thought among undergraduate and postgraduate business and management students about Kumar’s potential course of action for Yashram Lifestyle to engage in offline marketing. It applies to the implementation of marketing strategy.

Teaching notes are available for educators only.

CSS 8: Marketing.

This research examined the social interactions of online game players based on the proposed motivation model in order to understand the transitions of motivation of online game. The authors also separated samples into four categories to compare the difference of different type of online game players.

This study proposed a motivation model for online game player based on existence–relatedness–growth theory. The authors also analyze the transitions of motivations via first-order and second-order Markov chain switching model to obtain the journey of online to offline socialization.

Teamwork–socialization players preferred to make friends in their online gaming network to socialize. Competition–socialization players were mostly students who played games to compete and socialize and may share experience in online or offline activities. Teamwork–mechanics players purely derived pleasure from gaming and were not motivated by other factors in their gaming activities. Competition–mechanics players may already have friends with other gamers in real life.

More samples can be added to generate more generalizable findings and the proposed motivation model can be extended by other motivations related to online gaming behavior. The authors proposed a motivation model for online to offline socialization and separated online game players into four categories: teamwork–socialization, competition–socialization, teamwork–mechanics and competition–mechanics. The category of teamwork–socialization may contribute to online to offline socialization area. The category of competition–mechanics may add value to the area of traditional offline socialization. The categories of competition–socialization and teamwork–mechanics may help extant literature understand critical stimulus for online gaming behavior.

The authors’ findings can help online gaming industry understand the motivation journey of players through transition. Different types of online games may have various online game player's journey that can assist companies in improving the quality of online games. Online game companies can also offer official community to players for further interaction and experience exchange or the platform for offline activities in the physical environment.

This research proposed a novel motivation model to examine online to offline socializing behavior for online game research. The motivations in model were interconnected via the support of literature. The authors also integrated motivations by Markov chain switching model to obtain the transitions of motivational status. It is also the first attempt to analyze first-order and second-order Markov chain switching model for analysis. The authors’ research examined the interconnected relationships among motivations in addition to the influential factors to online gaming behavior from previous research. The results may contribute to extend the understanding of online to offline socialization in online gaming literature.

COVID-19, by all accounts, forced higher education to shift to distance delivery. As a result, faculty attempted to innovate and integrate new teaching methods as courses moved online. We utilized an online, virtual reality game to teach team decision-making as a function of leadership. In teams, learners worked cooperatively, making decisions and solving progressive parts of a mystery to advance through an escape room activity. Following the activity, learners independently completed a structured written reflection designed to guide them through the experiential learning cycle. Additionally, learners’ perceptions of the learning activity were measured using a short quantitative survey. Results were mixed, with learners indicating that the activity was engaging, but also suggesting that their team could have worked better in a less virtual immersive experience. Learners’ written reflections indicated they successfully applied their knowledge of decision-making during the activity, along with other teamwork and leadership competencies. Recommendations include providing more time to complete the escape room game and incorporating more robust team debriefing to support reflection and learning transference. Virtual reality may provide effective leadership learning experiences, particularly for groups of learners who are geographically dispersed or participating in online education.