Search results

The paper aims to explore the role of climate for creativity and innovation as the situational variable to lead to both expected and unexpected consequences (e.g. performance and unethical behavior), by discovering the relationships among task characteristics (e.g. difficulty, clarity and performance pressure), individual psychological aspects (e.g. mindfulness and self-justification) and work environmental conditions (e.g. peer behavior and climate for creativity and innovation). In this study, task characteristics are proposed to positively associate with unethical behavior via mindfulness. Moreover, climate for creativity and innovation is proposed to moderate the relationship between self-justification and unethical behavior. Finally, unethical behavior is predicted to positively influence on performance.

Data were collected from the sample of salespeople, who are working for variety of companies in Vietnam. Partial least squares structural equation modeling (PLS-SEM) and SmartPLS 3 are implemented to test the path model.

Emphasizing both bright and dark sides of promoting creativity and innovation, the study highlights the role of climate for creativity and innovation in strengthening the positive relationship between self-justification and unethical behavior. In turn, unethical behavior positively influences performance. Further, the findings indicate that mindfulness contributes in explaining unconscious unethical behavior.

Exploring the relationships among climate for creativity and innovation, unethical behavior and performance, this paper contributes for deeper understanding of variety aspects of innovation. Demands for an intelligent management in modern workplaces are suggested.

The paper aims to introduce social marketing (SM) as a tool to overcome the low cultural participation, a problem of the arts and culture sector that has worsened in the post-pandemic scenario.

The study uses a multidisciplinary literature review (SM, museum marketing, museology and cultural policy) to address the problem of museums and other cultural heritage institutions, at both the macro-level (prevailing cultural policies and antecedents, barriers and consequences to cultural participation) and micro-level (challenges faced by museums in the 21st century and marketing as a management instrument).

The downstream, midstream and upstream approaches can be used to design and implement SM interventions intended to address the problem of low cultural participation in museums. The three approaches should be considered holistically, with their synergetic and recursive effects.

Due to its introductory and conceptual nature, the study provides a comprehensive intervention framework to be used as a platform for future theoretical and empirical research. Further investigations may expand on the specificities of each approach (down, mid and upstream) and extend the framework to other nonprofit cultural institutions beyond museums, such as libraries and archives, cultural heritage sites and theater, music and dance companies.

The paper proposes a comprehensive SM intervention framework that integrates three interdependent approaches (downstream, midstream and upstream).

The paper provides a starting point for the holistic application of SM in the arts and culture sector. It also encourages researchers, cultural policymakers and cultural heritage professionals to investigate, design and implement SM programs that better understand, expand and diversify the audience and strengthen the legitimacy and relevance of cultural actors and activities to transform them into inclusive, accessible and sustainable institutions.

This study aims to investigate how business-to-business (B2B) companies build brand personality via the products they provide and via their interactions with customers.

A multiple case study, which spans 10 years, investigates via interviews, observations, workshops and document analysis how two fast-growing B2B companies selling industrial equipment to manufacturers build brand personality.

The studied companies concentrate on different brand personality dimensions depending on the activities in which they engage. By focusing on brand competence in the realm of the actual product and brand warmth in the realm of the augmented product, the companies manage to create a complete and consistent brand personality.

The research approach provides in-depth knowledge on how the companies build brands for a specific type of B2B product. However, the article’s perspective is limited to that of management and therefore does not take customer reactions into account.

The study describes how firms can build strong B2B brands by emphasizing competence in product design and R&D and warmth in activities related to sales and customer service.

The study introduces a conceptually consistent view of brand personality in the form of warm and competent brands to the B2B marketing literature. It builds on and contributes to the emerging research on B2B brand personality. By relating the companies’ brand-building activities to the type of products they sell, this study illustrates how context affects B2B brand building, and by integrating brand personality theory with product levels and marketing philosophy, it extends previous theory on B2B branding.

Previous research has found mixed evidence of an attitude–behavior gap in organic food consumption. However, the complex mechanisms underlying this gap warrant further investigation. The purpose of this study is to examine the role of word-of-mouth (WOM), trust, and involvement in the relationship between consumer organic food attitudes and conative loyalty. The Theory of Planned Behavior (TPB) was used as underlying framework for modeling our conceptualized arguments.

A moderation and moderated mediation analysis was performed on a cross-sectional sample of 1,011 Australian organic food consumers.

The results support the TPB-inspired moderated-mediation model. Specifically, the authors found moderated mediation effects of WOM, trust, and involvement on conative loyalty via attitudes toward organics.

The cross-sectional research design and the focus solely on Australian consumers constitute limitations of this study.

The authors' findings imply that an analysis of the attitude–behavior gap should go beyond the testing of contingent consistency hypotheses and instead combine moderation and mediation mechanisms to better model consumer decision-making leading to conative loyalty. Practitioners would face a resource challenge when targeting low-trust, low-involvement, and low-WOM consumers as developing conative loyalty of these segments would require a longer-term approach through building favorable attitudes toward organic foods.

This study is one of the first to demonstrate the potential of examining the attitude–behavior gap in the organic food context through a moderated mediation lens in explaining the dynamics of conative loyalty.

This study aims to propose a conceptual framework based on organisational and environmental indicators of business-to-business sellers’ sales performance in services firms.

A descriptive research design was applied and data was gathered from 389 respondents across industries and different-sized services firms in Norway using a self-administered questionnaire.

Results show that the proposed six-dimensional framework of organisational and environmental indicators can be applied to manage seller–customer relationships in a business-to-business environment.

A six-dimensional framework of organisational and environmental indicators is tested successfully in services firms.

Increasingly, services firms will need to work closely with business-to-business sellers to proactively adapt to market changes through a co-creation approach to build long-term seller–customer relationships.

To the best of the authors’ knowledge, no previous study has focused on relationship marketing in business-to-business relationships that proposes a conceptual framework based on organisational and environmental indicators of business-to-business sellers’ sales performance in services firms.