Search results

Given the importance of third-party endorsements as external cues during purchase evaluations, the manipulation of endorsements may raise consumers’ suspicion and thereby reduce the effectiveness of marketing messages. Consumers find it increasingly difficult to distinguish between authentic and biased brand reviews. This research conducts two experiments regarding brand rankings of third-parties in four industries. Study 1 aims to probes the interaction effect of persuasion knowledge and fairness of rating method (fair vs. unfair) on brand rankings’ credibility and brand image enhancement. Study 2 examines the interplay of dispositional persuasion knowledge and reputation of third parties (high vs. low).

This research builds on an analysis of data (Study 1, N = 122; Study 2, N = 123) from Taiwan, where brand rankings held by third-party organizations are regular. The hypotheses were tested using SPSS’s PROCESS macro.

Drawing on previous research of persuasion knowledge, the authors find that a fair rating method and a high reputation of third-party organization can mitigate the negative effect of persuasion knowledge.

The results of this research suggest that marketers need to manage third-party endorsements carefully. Consumer skepticism toward these endorsements (e.g. third-party’s brand rankings) can be weakened when persuasion attempt is considered appropriate.

This is one of the first efforts to empirically explore the influences of persuasion knowledge on third-party endorsements. The importance of this work is underscored by the fact that a growing number of third-party endorsements are sponsored or even manipulated by brand owners.

Food packaging pictures are one of the most important extrinsic cues for consumers to evaluate food products before purchasing. Over the past decades, marketers have used exaggerated pictures to attract consumers' attention, enhance their attitude toward a product and increase their purchase intention. This study examined the interplay of “puff-up” product picture, food type and picture type in influencing consumers' responses via persuasion knowledge.

The research comprises two 2 × 2 factorial experiments. Study 1 tested the interaction effect of puffery (high vs low) and food type (utilitarian vs. hedonic) on consumers' responses using two fictitious brands of prepared food, whereas Study 2 tested the interaction effect of puffery (high vs. low) and picture type (ingredients vs. cooked food) using a fictitious brand of Chinese delicacy.

Results demonstrated that the degree of picture puffery did not influence consumers' responses to utilitarian food and ingredient image. Conversely, consumers were sensitive to puffery when they see hedonic food and cooked-food image. Our findings also suggested that consumers' persuasion knowledge mediates the relationship between puffery and their responses.

The presented findings facilitate marketers to know consumers' attitude about food puffery pictures.

This research is one of the first efforts to empirically explore the influences of persuasion knowledge on food puffery pictures. The importance of this work is underscored by the fact that a growing number of visual exaggerations are adopted on food packaging.

While current management theory is largely based on economic assumptions, there is evidence to suggest capitalism is at a crossroads. Humanistic management is accordingly proposed as an alternative new paradigm. The present study follows this approach in considering Confucianism as a humanistic practice. The purpose of this study is to explore humanistic leadership displayed by a Confucian leader and how he/she presents humanistic concern in corporate management to pursue the common good.

This study adopted a structured–pragmatic–situational approach to conduct a case study and collected data from three sources: semi-structured interviews, consultant observations and archival data.

The findings reveal that a Confucian leader takes all stakeholders' interests into account while engaging in corporate management and displays humanistic behaviors toward the stakeholders that are in line with five Confucian virtues. The leader cultivates the employees as Confucian humanistic agents. These employees accordingly act as bridges to transmit the humanistic spirit to their customers and other industries in the same market. To initiate an industry change to achieve collective welfare, a Confucian leader must first influence his/her primary stakeholders. The primary stakeholders next collectively influence the secondary stakeholders (i.e. the industry). Consequently, the overall goal of the common good is ultimately sustained.

This study identifies valuable practical implications for humanistic practices in corporate management from a Confucian perspective. In addition, this study takes a significant academic step forward by illuminating the humanistic paradigm.