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1 – 10 of over 165000The purpose of this paper is to present the mechanism of online customer brand trust building through the lens of Walther’s Computer Mediated Communication (CMC) – Social…
Abstract
Purpose
The purpose of this paper is to present the mechanism of online customer brand trust building through the lens of Walther’s Computer Mediated Communication (CMC) – Social Information Processing Theory (SIPT).
Design/methodology/approach
This paper integrates a range of theoretical and empirical works across branding and marketing, including concept of brand trust, use of online social media in brand communication and customer brand relations and CMC-SIPT theory and relational marketing literature other relevant information which were found useful in the given context were reviewed. The aim was to collect a broad spectrum of ideas, based on their relevance to the research purpose to propose effective online brand trust building framework.
Findings
This paper proposes three different developmental stages in brand trust building on online social media networks. Each stage is guided by the components of CMC-SIPT. Stage I is interaction and compliance of the brand communication clues which suggest that the aggregated level of interaction and compliance in online brand communication on social media determine the movement of the customer to the next level. Stage II suggests information processing at three successive layers by the customer as identification, internalization brand information and bonding, which eventually prompt the customer to the next level of brand trust building. Stage III is related to trust building which is the critical stage as customer internal states of arousal are experienced, which reduces the emotional risk of decision-making and increases confidence and trust of the customers in brands.
Research limitations/implications
The proposed framework of brand trust building has not been tested empirically. Future research could test and validate the proposed model tracking intrinsic changes in the customer in different brand trust development stages. This research is important for marketers or brands who wish to move beyond the notion of merely satisfying customers, to establishing more powerful emotional bonds between their brands and customers. It fills a gap in brand-trust literature and provides marketers and researchers a means to understand and draw strategies for consumers’ attraction toward brands (Patwardhan and Balasubramanian, 2011). The proposed framework has the capacity to revolutionize the way business and brands engage with society by enhancing and establishing trusting relationship.
Originality/value
To date, this research has not been done specifically from the SIPT perspective. This research is the first to examine brand communication strategies in an effort of building brand trust in the context of online social media network from the CMC-Social information theory perspective. It highlights the peculiarities of online brand communication on social media networks and customer information processing in presenting three stages of customer brand trust development to explain the development and flow of events.
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Shuqin Zhang, Qian Huang, Hefu Liu and Youying Wang
This study aims to explore how team task-related social media usage (TSMU) and social-related social media usage (SSMU) affect employees' perceptions of intra-team cooperation and…
Abstract
Purpose
This study aims to explore how team task-related social media usage (TSMU) and social-related social media usage (SSMU) affect employees' perceptions of intra-team cooperation and competition and further individual creativity.
Design/methodology/approach
This study conducted a questionnaire survey on enterprises in China that have implemented social media and obtained 348 useable questionnaires from 55 work teams.
Findings
The results revealed that employees' perceptions of intra-team cooperation and competition can promote employees' creativity. Employees' cooperation perception can be significantly positively affected by TSMU and SSMU, whereas employees' competition perception can be significantly positively affected by TSMU. Regarding congruence, the results indicated that the more balanced between TSMU and SSMU, the stronger the competition perception.
Practical implications
Managers should pay critical attention to the role of team social media usage (SMU) in shaping employees' perceptions of their team environments. They should realize the different outcomes and the joint effects of the different types of SMU.
Originality/value
This study contributes to the social media literature by explaining the impact of team SMU on employees' perceptions and evaluations of team environments based on the social information processing theory. The study presents the relationships among team SMU, employees' perceptions of cooperation and competition and employee creativity. Moreover, this study expands research on the trade-off of SMU by exploring the impact of balanced and imbalanced SMU in a work team.
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Jiahua Jin, Tingting Zhang and Xiangbin Yan
Online Q&A communities have been widely highlighted as an important knowledge exchange market. Although motivations for users’ initial knowledge-seeking behavior have been widely…
Abstract
Purpose
Online Q&A communities have been widely highlighted as an important knowledge exchange market. Although motivations for users’ initial knowledge-seeking behavior have been widely investigated, the factors that affect online Q&A users’ continued knowledge-seeking behavior are still vague. This study aims to investigate the factors that affect users continuously seeking knowledge from online social Q&A communities.
Design/methodology/approach
Based on social information processing theory, social capital theory, social exchange theory and social cognitive theory, this study used a negative binomial regression model to explore what would affect people’s continued knowledge-seeking behavior. Empirical data was collected from a popular Chinese online social Q&A community.
Findings
The results indicate that while previous knowledge sharing behavior, peer responses for previous seeking behavior, identity-based trust have a positive impact on knowledge-seeking behaviors, social exposure has a negative impact. In addition, self-presentation negatively moderates the relationship between social exposure and knowledge-seeking behavior.
Originality/value
This study contributed to the theoretical basis for knowledge-seeking behavior in online Q&A communities. The research findings can be used to derive guidelines for the development and operation of online social Q&A communities.
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When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR…
Abstract
When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.
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Yueyue Liu, Xu Zhang, Meng Xi, Siqi Liu and Xin Meng
For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a…
Abstract
Purpose
For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a workforce comprised of creative and innovative employees. Drawing upon the principles of social information processing theory, this study aims to investigate whether specific combinations of organizational internal and external environments, as well as work characteristics in the digital age, can foster a high level of employee innovative behavior.
Design/methodology/approach
By collecting a multilevel and multisource data set comprising 693 employees and 88 CEOs from 88 start-ups or growing firms, this study used fuzzy-set qualitative comparative analysis to examine the distinctive configurations associated with achieving a high level of employee innovative behavior.
Findings
The study found that six solutions enabled employees to innovate more effectively, but six solutions led to the absence of employee innovative behavior.
Research limitations/implications
The findings of this study offer important theoretical and practical implications to motivate employee innovative behavior in Chinese enterprises.
Originality/value
First, this study contributes to the literature on employee innovative behavior by addressing the need to explore the impact of the digital context on promoting innovation among employees. Second, this study adds to the existing literature on employee innovation and entrepreneurship by examining multiple organizational contexts and their influence on innovative behavior. Third, this study makes a significant contribution to the field of employee innovative behavior by examining the macroenvironment surrounding digital transformation within enterprises and integrating both internal and external organizational factors.
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Deborah E. Rupp and E. Layne Paddock
Purpose – We outline a theoretical model of the emergence of justice climate in groups, teams, and organizations, and in doing so integrate multiple justice perspectives (e.g.…
Abstract
Purpose – We outline a theoretical model of the emergence of justice climate in groups, teams, and organizations, and in doing so integrate multiple justice perspectives (e.g., affective events, fairness heuristic, deonance, justice integration, multifoci justice, overall justice).
Approach – In this theoretical paper, we propose that justice climate is spawned at the level of the event; individuals experience discrete events and then use their emotional reactions related to these events as information in forming fairness judgments. Cognitive processes explicated in justice integration theory, fairness heuristic theory, and fairness theory also play a role. Over time, these judgments about various perpetrators – which may include the evaluation of outcomes, procedures, information, and interpersonal treatment – are aggregated to form individual-level, stable judgments regarding the fairness of exchange partners with whom employees interact (e.g., supervisors, coworkers, and customers). Through socialization and social-information processing, and influenced by organizational structure and social networks, these individual multifoci justice perceptions merge to form multifoci justice climate, which over time lead to the formation of shared cognitions of overall justice climate.
Value – The chapter proposes a temporal model of how discrete events at the individual level merge to form individuals’ multifoci justice perceptions, shared multifoci justice climate, and ultimately overall justice climate. The chapter offers multiple propositions and concludes with recommendations for empirically testing the model.
Preethi Misha and Marius van Dijke
To date, the vast majority of existing research on unethical leadership has focused on top leaders’ actions and behaviors as the primary catalyst for the permeation of unethical…
Abstract
To date, the vast majority of existing research on unethical leadership has focused on top leaders’ actions and behaviors as the primary catalyst for the permeation of unethical behaviors in organizations. In this chapter, we shift the focus to middle and junior managers and argue that they too have an active role in contributing to the permeation of top-level unethical leadership. More specifically, we adopt a meaning-making lens to investigate how junior and middle-level managers perceive and interpret top-level unethical leadership and how such meaning-making affects their (un)ethical legitimacy. Understanding the role played by lower-level managers becomes vitally important to develop a more holistic picture of the permeation of unethical leadership. Findings from 30 in-depth interviews with top, middle, and junior managers reveal variables such as survival, group membership, and strain as buttressing meaning-making by lower-level managers. Findings also revealed two contrasting aspects, that is, “interactions” within organizational members as well as “silence” by top-level managers playing into individuals’ information processing and attribution capacities during ethical dilemmas. Real cases experienced by participants pertaining to the flow of unethical leadership illustrate how the central bearings play out in managerial practice.
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Wan Jiang and Qinxuan Gu
Adopting the social information processing theory and social comparison theory, the purpose of this paper is to examine how abusive supervision and abusive supervisory climate…
Abstract
Purpose
Adopting the social information processing theory and social comparison theory, the purpose of this paper is to examine how abusive supervision and abusive supervisory climate jointly influence salesperson creativity, sales team creativity, and team performance.
Design/methodology/approach
The study conducted hierarchical linear modeling and hierarchical regression to analyze the paired data from 102 sales teams comprising 319 salespeople and 102 managers.
Findings
At the individual level, abusive supervision had negative effect on salesperson creativity via psychological safety. Abusive supervisory climate played a cross-level moderating role in the relationship between abusive supervision and psychological safety. At the team level, abusive supervisory climate was negatively related to sales team creativity via averaged salesperson creativity and negatively associated with sales team performance through sales team creativity.
Originality/value
This study adds to knowledge of how abusive supervision and abusive supervisory climate jointly affect salesperson psychological safety and creativity. It also contributes to abusive supervision and creativity literature by linking abusive supervisory climate and sales team creativity by integrating social information processing theory and social comparison theory.
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Robert Zinko, Gerald R. Ferris, Fred R. Blass and Mary Dana Laird
In everyday life, as well as in work organizations, we engage in frequent and quite comfortable discourse about the nature of reputations, and wealso see personal reputation used…
Abstract
In everyday life, as well as in work organizations, we engage in frequent and quite comfortable discourse about the nature of reputations, and wealso see personal reputation used as a basis for important human resources decisions (e.g., promotions, terminations, etc.). Unfortunately, despite its recognized importance, there has been very little theory and research on personal reputation in organizations published in the organizational sciences. The present paper attempts to address this need by proposing a conceptualization of personal reputation in organizations. In this conceptualization, reputation is presented as an agreed upon, collective perception by others, and involves behavior calibration derived from social comparisons with referent others that results in a deviation from the behavioral norms in one's environment, as observed and evaluated by others. Implications of this conceptualization are discussed, as are directions for future research.
André Escórcio Soares, Miguel Pereira Lopes, Rosa Lutete Geremias and Aldona Glińska-Neweś
We propose an integrative model of how leaders (individual level) effectively relate to their social networks as a whole (network level). Additionally, we focus both on the leader…
Abstract
Purpose
We propose an integrative model of how leaders (individual level) effectively relate to their social networks as a whole (network level). Additionally, we focus both on the leader constructs and the followers shared constructs about those networks.
Design/methodology/approach
Our conceptual paper uses the integration of literature from two main bodies of knowledge: individual and shared cognitions, fundamentally from psychology, and a structural perspective, mainly from sociology, organisational studies and social network analysis. We take a psycho-structural approach which allows the emergence of new perspectives on the study of leadership and more specifically on the study of relational leadership.
Findings
We propose a leader-network exchange (LNX) theory focussed on the behaviours and cognitions of leaders and followers as well as the relations between them.
Research limitations/implications
Our model represents a new perspective on leader–followers relationship by stressing the importance of both followers and leaders' cognitions. We highlight the importance of the relationships between followers on the creation of shared meaning about the leader.
Practical implications
Our model helps leaders and managers make sense of the cognitions and behaviours of their teams. By considering the teams characteristics, i.e. cognitions and network structure, it allows leaders to adopt the most appropriate behaviours for effective leadership. Leadership and management development programmes designed around our model will enhance the use of networking skills.
Originality/value
Contrary to the traditional view of LMX, our approach considers the social context of leaders and followers. It also adds a new layer of knowledge going beyond what members think of their leaders by considering the social networks of leaders and followers.
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