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This paper examines the role that attitudes toward online product reviews (OPRs), perceived credibility of OPRs and perceived benefit of OPRs play as antecedents of consumers’ reliance on OPRs in purchase decisions. A conceptual model of relationships investigated posits that attitudes drive reliance and are in turn driven by perceived benefit and credibility of OPRs. The study also examines gender differences in the constructs and their inter-relationships.

Data from a structured self-administered survey of US consumers are used to estimate parameters of a structural equation model (SEM) of the relationships. Gender differences in the structural relationships are tested using multi-group SEM, while gender differences in reliance, attitudes, benefit and credibility are tested using independent-samples t-tests.

Results show a strong positive effect of attitudes toward OPRs on reliance on OPRs. In turn, perceived benefit and credibility of OPRs are strong positive drivers of attitudes toward OPRs, with benefit having a greater impact. Structural relationships among the constructs are invariant across the two gender groups. However, there is a statistically significant difference between males and females in reliance on OPRs, with males exhibiting a tendency to rely more on OPRs than females.

The study introduces two new constructs to the literature – reliance on OPRs and global attitudes toward OPRs – and provides initial conceptualizations and operationalizations. The specific results underscore the relevance and importance of further research on these constructs and their relationships with other OPR-relevant constructs. They also provide initial indications of gender differences in consumers’ perceptions of OPRs and relationships among these and reliance on OPRs that are worthy of additional research attention.

This study aims to examine the relative impact of three drivers affecting consumers’ usage consideration for a brand extension into a service category using data from actual consumers of a national oil change retailer contemplating various service brand extensions.

Data for the study were collected in two separate surveys using structured self-administered questionnaires. Three drivers were measured for their effect on consumers’ usage consideration for service brand extensions (dependent variable), namely, parent brand evaluation, extension fit and degree of service intensity of the extension.

The results indicate that parent brand evaluations are the strongest drivers of brand extension usage consideration, regardless of the extension fit or the degree of service intensity of the extension. In addition, the findings suggest that the closer the fit to the parent brand, the more likely the extension will be considered. In contrast, consumers are less likely to consider using an extension as the level of service intensity increases.

This study’s use of actual customers of the brand, for real service brand extensions provides a higher degree of external validity than previous work in this area, and it yields a deeper understanding of the criteria used by consumers when evaluating service brand extensions. The study also provides managerial implications that are of practical value to academics and practitioners alike.

The purpose of this study is to examine factors affecting the extent of consumers’ use of electronic word-of-mouth (eWOM), specifically online product reviews (OPRs), during their decision-making process. It also examines their motives for using OPRs.

The study uses an exploratory qualitative research methodology involving observation and free-flowing face-to-face interviews with consumers who have previously made a purchase online and who read OPRs during the decision-making process. An adaptation of the grounded theory method is used for collection, coding and data analysis.

Findings confirm previously uncovered motives for consumers’ use of OPRs. In addition, the findings suggest that two previously unidentified factors influence the extent of consumers’ use of OPRs: “decision-making drive” and “decision-making drag”. Decision-making drive is a mental momentum created when one or more factors that enhance decision-making readiness are present. This momentum tends to accelerate the decision-making process and shorten the information search process, leading to a reduction in the extent of OPR use. In contrast, decision-making drag is a mental resistance created when one or more factors that impede decision-making readiness are present. This resistance tends to decelerate the decision-making process and lengthen the information search process, leading to an increase in the extent of OPR use.

Focused on the pre-consumption phase of eWOM, between the stages of product need recognition and information search, this study is the first to identify decision-making drive and decision-making drag as additional psychological mechanisms affecting the extent of OPR use by consumers. For marketers, understanding these mechanisms has strategic marketing implications that can provide guidance to brands, websites and online review systems.

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

Public organizations have interacted with citizens through increasingly sophisticated internet-enabled technology. Participatory platforms emerged from Web 2.0 technologies in the mid-2000s as a governance mechanism to engage citizens in the process of effecting social change. Although the potential of platforms is recognized, its successful implementation has faced challenges. To begin to get a handle on how to best design and manage participatory platforms, we conducted an exploratory participatory action research study grounded in two events – The Policy Challenge and NSF Workshop on Participatory Platforms with a Public Intent. Both events communed practitioners, scholars, and citizen participants with diverse experience and expertise conducting and researching platforms. The insights expressed through the events and follow-up interviews and online survey informed our development of a participatory platform lifecycle and design framework to assist designing successful participatory platforms.

How can leaders adopt a mindset that maximizes learning, remains responsive to short-term emergent opportunities, and simultaneously strengthens longer-term dynamic capabilities of the organization? This chapter explores the organizational decisions and practices leaders can initiate to extend, strengthen, or transform “ordinary capabilities” (Winter, 2003) into enhanced improvisational competence and dynamic capabilities. We call this leadership logic the “jazz mindset.” We draw upon seven characteristics of jazz bands as outlined by Barrett (1998) to show that strategic leaders of business organizations can enhance dynamic capabilities by strengthening practices observed in improvising jazz bands.

This paper aims to examine how distinct sequences of organizational learning types (experiential and vicarious) underpin processes of exploratory versus exploitative innovation.

Data collection consists of 16 interviews conducted with senior personnel at two firms in the biopharmaceutical sector, with sequences of organizational learning types derived from the associated innovation projects. These sequences and their differential emphases on experiential or vicarious learning are used to construct a conceptual model. Propositions describe the structural differentiation and integration mechanisms useful to foster organizational ambidexterity.

Technological brokering emerges as a key means by which organizations can reconcile the learning sequences underlying exploration and exploitation. For exploration, a structure incorporating cross-industry technology brokerage during the initiation and development phases of innovation is posited. For exploitation, a structure harnessing intra-industry technology brokerage during the development phase of innovation is suggested. Integration of these projects can be accomplished through cross-unit interfaces incorporating both types of brokerage roles, with emphasis on their use during implementation.

This paper considers the ways in which organizations focus on separate types of organizational learning at different stages of the innovation process. Insights are provided into how firms mobilize internal and external knowledge to advance these projects independently, as well as to link these efforts and thereby facilitate ambidexterity.

Organizational cultures that facilitate collaboration are valuable, but little is known about how to create them. The authors investigate the microfoundations of this problem using computational models of dyadic coupled learning. The authors find that merely altering initial beliefs about the consequence of actions (without altering the consequences themselves) can under some conditions create cultures that promote collaboration. The results of this study show why the right initial “framing” of a situation – established for instance through persuasive rhetoric, an inspiring vision, or careful recruitment choices – may under the right conditions be self-reinforcing, instead of becoming empty symbolism.