Knowledge that Transforms

AbstractAn increasing number of consumers, in recent times, have reported feeling busier than ever. The current research examines how the subjective perception of busyness—which is referred to as a busy mindset in the current research —impacts consumers’ decision-making. Building on different streams of research in sociology and self-view, the current research proposes that a busy mindset bolsters people’s sense of self-importance, which, in turn, can increase self-control. Thus, a busy mindset is predicted to facilitate people’s ability to exert self-control. Seven studies, including a field study, provide support for this busy mindset hypothesis across various self-control domains. Findings from these studies provide support for the underlying process related to self-importance in multiple ways, while also addressing alternative accounts related to stress and the desire for productivity. Finally, findings from the current research delineate important managerially relevant boundary conditions for the proposed busy mindset effect.

AbstractBenign and malicious envy are a consequence of an unfavorable upward comparison to another individual (i.e., a negative self-other discrepancy). Benign (malicious) envy occurs when people believe the envied individual deserves (does not deserve) his/her advantage. Prior research has shown that benign envy motivates a person to address the self-other discrepancy via self-improvement, whereas malicious envy does not. This research shows that both types of envy, not just benign envy, can motivate self-improvement, provided that the opportunities to do so occur outside the envy-eliciting domain. Benign envy increases the accessibility of the belief that effort determines whether people are rewarded; hence, it motivates process-focused goal pursuit and the use of products that emphasize effort-dependent self-improvement. Malicious envy increases the accessibility of the belief that the effort does not determine whether people are rewarded; hence, it motivates outcome-focused goal pursuit and the use of products that emphasize effort-independent self-improvement. Implications and potential extensions in the areas of envy, self-conscious emotions, and goals are discussed.

Abstract Prosocial organizations have different moral objectives. Some seek to promote welfare (e.g., Red Cross), but others seek to promote justice and equality (e.g., ACLU). Additionally, these organizations can induce different positive emotions to motivate donations. If organizations are seeking to promote different moral objectives using positive emotions, which positive emotion will be the most effective for their respective campaigns? We demonstrate how the congruency between the moral domain of an emotion and the moral objective of an organization plays a role in influencing prosocial behaviors. Charities that seek to increase care in society (e.g., disaster-relief charities) should utilize compassion in their promotion campaigns, but charities that seek to promote fairness and equality in society (e.g., human rights charities) should utilize gratitude in their promotion campaigns. One field study (N = 2,112) and four experiments (N = 2,100) demonstrate that utilizing a positive emotion congruent with the charity’s moral objective increases monetary donations and preferences. The preferences are driven by the moral concerns made salient by the respective emotions. Further, the preferences attenuate when exchange norms are made salient. Altogether, these results underscore the importance of considering moral congruence in consumption contexts.

Abstract We investigate a psychological factor regulating consumers’ switching in response to poor service quality: chronic global self-esteem. Whereas high-self-esteem consumers tend to switch to other providers in response to poor service quality, low-self-esteem consumers often do not. This happens because low-self-esteem consumers who experience poor service become risk-averse, and therefore reluctant to engage in new committed service relationships. Indeed, low-self-esteem consumers’ likelihood to switch to an alternative provider in response to poor service quality increases when this provider offers a less risky, low commitment (vs. more risky, high commitment) contract. Moreover, experimentally reducing low-self-esteem consumers’ risk aversion increases their likelihood to switch to alternative providers in response to poor service quality. Finally, low-self-esteem consumers’ risk aversion mediates their reluctance to switch in response to poor service. We rule out failure severity perceptions, power, autonomy, affect, and action orientation as alternative explanations. The implication of this research for public policy makers is that promoting competition (by offering consumers options and by reducing switching costs) may not be enough to protect the welfare of low-self-esteem consumers. We also suggest ways in which firms can untie vulnerable consumers from negative service relationships.

AbstractTo advance understanding of how well different types of brand relationships drive customer brand loyalty and to help companies improve the effectiveness of their relationship-building investments, this article conducts a meta-analysis of the link between five consumer-brand relationship constructs and customer brand loyalty. The analysis of 588 elasticities from 290 studies reported in 255 publications over 24 years (n = 348,541 across 46 countries) reveals that the aggregate brand relationship elasticity is .439. More importantly, results demonstrate under what conditions various types of brand relationships increase loyalty. For example, while elasticities are generally highest for love-based and attachment-based brand relationships, the positive influence of brand relationships on customer brand loyalty is stronger in more recent (vs. earlier) years, for nonstatus (vs. status) and publicly (vs. privately) consumed brands, and for estimates using attitudinal (vs. behavioral) customer brand loyalty. Overall, the results suggest that brand relationship elasticities vary considerably across brand, loyalty, time, and consumer characteristics. Drawing on these findings, the current research advances implications for managers and scholars and provide avenues for future research.