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This research examines the effects of winning–losing perception, generated from success and failure results, on consumers’ risk preference.

Using different manipulations of success and failure and different measurements of risk preference tendency, the authors conducted five experiments to carry out the research.

Using different manipulations of success and failure and different measurements of risk preference tendency, five experiments were conducted to demonstrate that a clear success increases consumer’ sense of power, which in turn raises their subsequent risk preference; a clear failure, however, decreases consumers’ sense of power, which in turn reduces their subsequent risk preference. Furthermore, a close result can moderate this effect; that is, the difference between narrow-winners and narrow-losers’ risk preferences is weakened.

This study further enriches the research on the impact of winning–losing perception on individuals’ behavior and provides suggestions on how to use the results of online and offline competitions to carry out marketing activities.

This study aims to investigate the effect of winning-losing perception, including the winning or losing result and the closeness of this result, on consumers’ subsequent variety-seeking behavior.

Four experimental designs, one with a modified version of the Tetris game, were used to show how and when winning or losing perceptions will influence individuals’ variety-seeking behavior.

Consumers who have failed in a competition or not achieved a goal tend to seek less variety in their later consumption than do consumers who have succeeded because losing feedback weakens consumers’ perception of their control of personal mastery. This effect only exists when the closeness of winning or losing is narrow (e.g. the success is just missed) and diminishes when the result is clear and obvious.

The current study has systematically explored the interaction between winning-losing outcomes and the closeness of these outcomes.

This study offers marketing managers practical guidance on how to use competition results to conduct marketing activities, such as transmitting advertisements for classic flavors to those who have lost in a video game or properly increasing the proportion of new flavors or products in stores or vending machines near sports venues.

This research adds to the literature on competition, which has largely overlooked the possible moderating role of the closeness of the competition result and its influence on individuals’ follow-up irrelevant behaviors and it also adds to the work on variety-seeking behavior, which has not explored the impact of winning-losing perception.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The results included the following: 1. Supervisor bottom-line mentality was positive related to subordinate bottom-line mentality. 2. Subordinate bottom-line mentality was positively related to subordinate work performance. 3. The interaction between gender and subordinate bottom-line mentality did have a positive effect on knowledge-hiding.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

It is common for companies to sponsor sports teams. The aim of this paper is to examine experimentally the impact of two team attributes (team performance and the presence of a star in the team) on consumers' intention to purchase the sponsor's product. The moderating role of team identification on the relationship between these two team attributes and intention to purchase is also to be studied.

An experiment was conducted in Hong Kong. A series of hypotheses relating to team performance, presence of stars in the team, and team identification were tested.

Team performance significantly influenced consumers' intention to purchase the sponsor's product, and this influence was more pronounced for casual than for avid fans and more pronounced when the team contained a star. A winning team with a star generated the strongest purchase intention. A losing team with a star produced the lowest purchase intention.

The trade‐off between internal and external validity when using experimental research methods constitutes the main limitation of this study. This limitation aside, the study suggested that sponsors should try to sponsor a winning team, especially if it contains a star player. A sponsor of a losing team might encourage the team management to take actions that increase the level of team identification among consumers. If the losing team also contains a star, the sponsor ought to promote other strengths of the team instead of focusing on team performance.

The paper extends previous work in the area by examining how team performance and the presence of a star in a team impact intentions to purchase the sponsor's product, and how team identification moderates the influence of these two attributes.

The purpose of this paper is to investigate if customer delight is possible when the service encounter result may not be successful. Such a scenario is increasingly likely with the experiential, sticky and unpredictable nature of many competitively based experiential encounters where one side wins and the other loses.

Across four studies using both field and panel data, this research provides a framework to evaluate how firms can still create customer delight even if the result of the encounter is unpredictable or possibly negative. Further, the authors combine qualitative data, structural equation modeling and experimental design to test the models across four competitively based experiential contexts.

Findings indicate that firms can create delight through a variety of antecedent variables, including employee expertise, servicescape, social congruence and atmosphere. Neither importance of winning nor expectations for a win significantly alter the relationships of these antecedents in creating delight. Further, evidence from this research indicates that both feelings of nostalgia and geographic self-identity enhance delight’s effect on behavioral intentions, while geographic self-identity also enhances delight’s effect on customers’ evangelizing to others.

This research extends the field’s understanding of the customer delight construct, sticky vs smooth encounters, as well as providing guidance to both practitioners and academics on new possibilities in the delight realm.

This research provides insights for practitioners on how to maximize customer emotions aside from surprisingly disconfirming customer expectations, as well as leaning into different tactics to influence the customer that are not outcome based.

To the best of the authors’ knowledge, this is the first research to evaluate customer delight in competitively based experiential encounters where the encounter result is unpredictable and possibly negative.

This study investigated the potential negative effects of a sponsored team's losing performance on audiences' trust and purchase intention toward the sponsoring brand. Shedding light on the moderating role of sponsoring brand familiarity among audiences and audience team identification regarding such negative effects, the study establishes when sports sponsorship may incur risk to a sponsoring brand.

Three experimental designs (audience as stimulus of a team's losing vs control condition) were used to indicate whether and when losing performance influences participants' trust and purchase intention toward the sponsoring brand.

The participants in the losing condition report lower brand trust and purchase intention. Brand trust mediates the relationship between losing results and decreased purchase intention. The negative effects of losing on brand trust and purchase intention only appear when the sponsoring brand has low familiarity among audiences and only for audiences with low identification.

The strategy of a brand with low familiarity sponsoring a team that frequently loses has risks and is not worth advocating. However, if an unknown brand has already sponsored a team that often loses, the efforts to cultivate audiences' identification with the team can reduce the potential risks.

The affirmed negative effects of losing performance on brand trust and purchase intention have value for firm sponsorship decisions. This study contributes to the sponsorship literature by revealing two boundary conditions (sponsoring brand familiarity and audiences' team identification) for those negative effects.

The purpose of this paper is to discuss the complexity of – and conflicts inherent in – managing sports leagues at both the league and franchise level.

The paper draws on changes to the National Basketball Association's (NBA) amateur entry draft, which has attempted to balance the need to preserve league parity and reduce the incentive for teams to deliberately lose games in order to improve draft position.

The discussion reveals the conflict between league and team goals. In addition, using Oliver's strategic decisions as a framework, the findings also illustrate how sport league commissioners have to balance pressures from both the internal and external environments.

This paper expands our understanding of how leagues manage institutional pressures, and how these pressures impact the team, leagues, and the decision makers involved.

This study engages an understudied presupposition that values are relatively impervious to situational pressures. We do this within a key sociological context, incorporating social status as a meso-level structure, by measuring values before and after a competition situation with an experimentally controlled outcome to determine the situational robustness of values.

We incorporate measures of values into a standard competition experiment, looking at how winning or losing and the status of the perceived competition influence peoples’ values.

Drawing on the well-established expectation states literature, we demonstrate that perceptions of gaining or losing a competition influence core values. Overall, positive, related situational feedback seemed to heighten all of the values-measures, while receiving (manipulated) negative, specific feedback dampened the rating of all values.

This is an initial exploration of the received wisdom; future work should involve different manipulations, wider arrays of values-measurement, and more diverse samples.

We hope that our interpretations of these results suggest how perceived status influences core internal experiences. The processes described have implications for the experiences of groups that win or lose political competitions, and other social interactions whereby people feel more or less affirmed in terms of their core beliefs.

This suggests that individuals and groups who perceive themselves as winning competitions, elections, or challenges will feel affirmed in their core beliefs, and be more motivated to pursue those valued ends. People who perceive themselves as being situationally unsuccessful will feel a general dampening of these core beliefs.

This chapter is the first to link the internal study of values with the general expectation states tradition. It is exploratory, and results suggest this is a fertile area for future inquiry.

The purpose of this paper is to examine how the cognitive appraisals, coping choices and behavioral responses by business-to-business (B2B) sales professionals confronting the acutely stressful experience of losing a customer, and their pursuit of justice in the win-back process, influences reacquisition outcomes. The paper further examines the role of sales experience as a moderator between coping choices and successful win back.

In all, 98 critical incidents were reported by sales professionals from B2B firms across various industries. NVivo 9, content analysis and logistic regression were used to analyze the data.

The results show that problem-focused coping (PFC) and pro-active responses positively affect win-back outcome. By contrast, emotion-focused coping (EFC) and re-active responses have a negative association with customer reacquisition. The findings also show that sales experience moderates the relationship between levels of EFC and win-back outcomes. Specifically, for sales professionals with low levels of EFC, sales experience helps improve chances of winning back lost customers. But for sales professionals using higher levels of EFC, more sales experience decreases win-back probability. Additionally, the findings show that procedural, interactional and distributive justice all contribute to successful customer reacquisition.

The few published studies of how B2B sales professionals deal with customer defections reveal a mixture of bereavement and drivenness in striving for new accounts. The authors’ focus and findings on the use of PFC and EFC strategies, justice mechanisms and the uneven role of experience in responding to this stressful context suggests that there is much to be gained from additional research. Specifically, probes into how sales professionals may be inadvertently skewed to EFC behaviors by either overly simplistic training systems, learning- versus performance-based incentives or their experience with prior customer defections.

The findings highlight the importance of PFC strategies and the delivery of procedural, interactional and distributive justice strategies to productively adapt to customer defections, activate switch back behavior and win back lost customers. Sales force training systems need to address the increased churning in B2B markets and integrate win-back procedures in sales training programs so that sales professionals do not default to EFC and/or strive for new accounts when facing the stress of customer defection.

The findings contribute to customer defection management and sales literature by integrating coping and justice theories in exploring sales professionals’ cognitive appraisals and coping responses to the acute stress of losing a current customer.

The purpose of this paper is to investigate whether voters consider a candidate’s brand image when evaluating election alternatives. That is, how prominent a role does the candidate brand image have in the decision-making process? As election outcomes are behavior-driven, the goal is to examine the potential relationship between the candidate brand image, the self-brand image and voting intention.

Data were collected for the third week of October 2012 and again for the same time in 2016 – three weeks prior to the US presidential election each year. An online-based nationwide survey was leveraged, followed by correlation, regression and mediation analysis.

Candidate brand image has a role in US presidential elections. In addition, candidate brand image and self-brand image are significantly related to voting intention. In both elections, the losing candidate’s brand image was more of a factor when it came to voting intention, as both candidates’ brand image mediated the relationships between self-brand image and voting intention for all voters.

A link between candidate brand image and voting intention was demonstrated for perhaps the first time. With results showing candidate brand image does relate to the voter’s self-brand image and voting intention, future research should investigate what other brand elements are a factor. There are undoubtedly other factors – some branding-related, others not branding-related – that go into voter decision-making. Because results were stronger for a losing candidate than a winning one, research should also examine whether this occurrence was coincidence or consistent voter behavior.

When voters considered who might best represent themselves, the brand image of the candidate enhanced the likelihood of voting for, or against, the candidate. Therefore, it is highly recommended that campaign managers understand not only the importance of their candidate’s brand image to develop and maintain a positive image among their supporters but also how to highlight what their supporters view as the negative aspects of the opposing candidates’ brand image to increase the lack of affinity for competitors.

This research demonstrates, for the first time, that candidates’ brand image is considered by voters in a US presidential election. In addition, it discovers the role candidate brand image plays in voting intention. Finally, it provides direction for campaign managers to conduct research into candidates as brands to build brand relationships with the electorate.