The Experts below are selected from a list of 22422 Experts worldwide ranked by ideXlab platform
Gianfranco Walsh - One of the best experts on this subject based on the ideXlab platform.
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assessing the effects of multichannel service provider Corporate Reputation on customer new product adoption and rfm value
Journal of Service Management, 2018Co-Authors: Gianfranco Walsh, Mario Schaarschmidt, Stefan IvensAbstract:Service providers leverage their Corporate Reputation management efforts to increase revenues by shaping customer attitudes and behaviours, yet the effects on customer innovation adoption and customer value remain unclear. In an extended conceptualisation of customer-based Corporate Reputation (CBR), the purpose of this paper is to propose that customer perceived risk, perceived value, and service separation are contingencies of the relationship between CBR and two key customer outcomes: customer new product adoption proneness (CPA) and recency-frequency-monetary (RFM) value.,Using a predictive survey approach, 1,001 service customers assess the online or offline operations of six multichannel retailers. The hypothesised model is tested using structural equation modelling and multigroup analysis.,The analysis reveals significant linkages of CBR with perceived risk and perceived value, as well as between perceived risk and perceived value and from perceived value to CPA and RFM value. These linkages vary in strength across unseparated (offline) and separated (online) services.,This study uses cross-sectional data to contribute to literature that relates CBR to relevant customer outcomes by considering CPA and RFM value and investigating contingent factors. It provides conceptual and empirical evidence that price appropriateness represents a new CBR dimension.,The results reveal that CBR reduces customers’ perceived risk and positively affects their perceived value, which drives CPA and RFM value. Multichannel retailers can create rewarding customer relationships by building and nurturing good Reputations.,This study is the first to link CBR with customer product adoption proneness and value, two important customer measures. It proposes and tests an extended conceptualisation of CBR.
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impact of customer based Corporate Reputation on non monetary and monetary outcomes the roles of commitment and service context risk
British Journal of Management, 2014Co-Authors: Gianfranco Walsh, Boris Bartikowski, Sharon E BeattyAbstract:A firm's Reputation is an important intangible asset, because of its potential for value creation. The authors explore non-monetary and monetary outcomes of customer-based Corporate Reputation (CBR) and hypothesize that commitment serves as a partial mediator, while service context risk is a moderator, of these relationships. Using a large sample of service customers who evaluated the Reputation of service firms in four service categories, the results show that (1) commitment partially mediates the relationship between CBR and most of the outcome variables, and (2) service provider selection risk moderates these relationships, such that Reputation has a stronger effect on several non-monetary outcomes for higher-risk services and commitment has a stronger effect for lower-risk services, consistent with a dual-processing framework explanation. The authors discuss the theoretical and managerial implications.
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investigating mediators between Corporate Reputation and customer citizenship behaviors
Journal of Business Research, 2011Co-Authors: Boris Bartikowski, Gianfranco WalshAbstract:Recent Corporate Reputation research focuses on customers as an important stakeholder group for whom firm Reputation matters. The authors hypothesize that customer-based Corporate Reputation (CBR) may affect customer citizenship behaviors (CCB) and that both commitment and loyalty mediate the CBR-CCB relationship. The tests of the hypotheses use a sample of 583 service customers who evaluate the Reputation of service firms. These results suggest that commitment and loyalty mediate the relationship between CBR and one type of CCB, that is, helping the company. The authors discuss the implications for marketing research and practice.
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the customer based Corporate Reputation scale replication and short form
Journal of Business Research, 2009Co-Authors: Gianfranco Walsh, Sharon E Beatty, Edward ShiuAbstract:Corporate Reputation attracts significant attention among marketing scholars. However, researchers often overlook customers' opinions specifically. Walsh and Beatty [Walsh, G., Beatty, S.E., Measuring Customer-based Corporate Reputation: Scale Development, Validation, and Application. J Acad Mark Sci 2007; 35(1): 127-143.] identify dimensions of customer-based Corporate Reputation (CBR); they develop scales to measure these dimensions. Researchers in the present study use the Walsh and Beatty CBR scale in the UK and Germany across contexts to study the cross-cultural validity of the measure of customer-based Corporate Reputation. This study assesses an abbreviated version of the CBR scale (with 15 items). The CBR Short scale has equally good dimensional properties as the original scale. The paper ends with implications for cross-cultural marketing research and management.
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examining the antecedents and consequences of Corporate Reputation a customer perspective
British Journal of Management, 2009Co-Authors: Gianfranco Walsh, Vincentwayne Mitchell, Paul R Jackson, Sharon E BeattyAbstract:This paper extends previous work to examine the antecedents and customer-related consequences of Corporate Reputation for one important stakeholder group, customers, and within a special service sector where product and Corporate associations are synonymous. We begin by linking the concept of Corporate Reputation to related concepts. Then, using structural equation modelling on customer survey data (n=511), we examine the impact of customer satisfaction and trust on Corporate Reputation, as well as how Corporate Reputation affects customer loyalty and word of mouth behaviour. The management implications of these results are discussed.
Sharon E Beatty - One of the best experts on this subject based on the ideXlab platform.
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impact of customer based Corporate Reputation on non monetary and monetary outcomes the roles of commitment and service context risk
British Journal of Management, 2014Co-Authors: Gianfranco Walsh, Boris Bartikowski, Sharon E BeattyAbstract:A firm's Reputation is an important intangible asset, because of its potential for value creation. The authors explore non-monetary and monetary outcomes of customer-based Corporate Reputation (CBR) and hypothesize that commitment serves as a partial mediator, while service context risk is a moderator, of these relationships. Using a large sample of service customers who evaluated the Reputation of service firms in four service categories, the results show that (1) commitment partially mediates the relationship between CBR and most of the outcome variables, and (2) service provider selection risk moderates these relationships, such that Reputation has a stronger effect on several non-monetary outcomes for higher-risk services and commitment has a stronger effect for lower-risk services, consistent with a dual-processing framework explanation. The authors discuss the theoretical and managerial implications.
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the customer based Corporate Reputation scale replication and short form
Journal of Business Research, 2009Co-Authors: Gianfranco Walsh, Sharon E Beatty, Edward ShiuAbstract:Corporate Reputation attracts significant attention among marketing scholars. However, researchers often overlook customers' opinions specifically. Walsh and Beatty [Walsh, G., Beatty, S.E., Measuring Customer-based Corporate Reputation: Scale Development, Validation, and Application. J Acad Mark Sci 2007; 35(1): 127-143.] identify dimensions of customer-based Corporate Reputation (CBR); they develop scales to measure these dimensions. Researchers in the present study use the Walsh and Beatty CBR scale in the UK and Germany across contexts to study the cross-cultural validity of the measure of customer-based Corporate Reputation. This study assesses an abbreviated version of the CBR scale (with 15 items). The CBR Short scale has equally good dimensional properties as the original scale. The paper ends with implications for cross-cultural marketing research and management.
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examining the antecedents and consequences of Corporate Reputation a customer perspective
British Journal of Management, 2009Co-Authors: Gianfranco Walsh, Vincentwayne Mitchell, Paul R Jackson, Sharon E BeattyAbstract:This paper extends previous work to examine the antecedents and customer-related consequences of Corporate Reputation for one important stakeholder group, customers, and within a special service sector where product and Corporate associations are synonymous. We begin by linking the concept of Corporate Reputation to related concepts. Then, using structural equation modelling on customer survey data (n=511), we examine the impact of customer satisfaction and trust on Corporate Reputation, as well as how Corporate Reputation affects customer loyalty and word of mouth behaviour. The management implications of these results are discussed.
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Customer-based Corporate Reputation of a service firm: Scale development and validation
Journal of the Academy of Marketing Science, 2007Co-Authors: Gianfranco Walsh, Sharon E BeattyAbstract:Although Corporate Reputation has attracted significant attention among marketing scholars, current measures of it do not adequately capture the perceptions of the most important stakeholder group, customers, and often overlook its relationship to important customer-outcome variables. In this article, we identify dimensions of customer-based Corporate Reputation and develop scales to measure these dimensions (Study 1). Based on comprehensive validation procedures across three service firm types, we found support for a five-dimensional scale with the following dimensions: Customer Orientation, Good Employer, Reliable and Financially Strong Company, Product and Service Quality, and Social and Environmental Responsibility. In Study 2, using a second sample, we validate our scale and examine its relationship with important customer-outcome variables-customer satisfaction, loyalty, trust, and word of mouth. Most of the Reputation dimensions were strongly associated with important outcome variables, with a few exceptions. We discuss the results with reference to the marketing implications.
Suzanne M Carter - One of the best experts on this subject based on the ideXlab platform.
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the interaction of top management group stakeholder and situational factors on certain Corporate Reputation management activities
Journal of Management Studies, 2006Co-Authors: Suzanne M CarterAbstract:abstract This study examines when a firm's members are most likely to promote and defend its Reputation. Building on past research in impression management theory and the upper-echelons perspective, I argue that firms facing increased visibility among different stakeholder groups will increase Corporate Reputation management activities towards those groups and decrease activities towards other groups. I further argue that top management group characteristics will moderate these relationships, suggesting that certain top management groups are more attuned to the situational needs of Reputation management. A set of hypotheses are tested using pooled cross-sectional time-series data on a set of Fortune 500 companies. Results indicate that firms generally directed Reputation management activities towards their more visible stakeholders. However, the type and extent of Reputation management behaviour varied. Specifically, for firms whose top management groups were more highly educated or output oriented, highly visible situations with the media were more likely to be associated with a higher use of press releases. Moreover, those same firms devoted more resources to mass media advertising under situations of high consumer visibility compared to firms whose top management groups were less educated or throughput oriented.
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the interaction of top management group stakeholder and situational factors on certain Corporate Reputation management activities
Journal of Management Studies, 2006Co-Authors: Suzanne M CarterAbstract:This study examines when a firm's members are most likely to promote and defend its Reputation. Building on past research in impression management theory and the upper-echelons perspective, I argue that firms facing increased visibility among different stakeholder groups will increase Corporate Reputation management activities towards those groups and decrease activities towards other groups. I further argue that top management group characteristics will moderate these relationships, suggesting that certain top management groups are more attuned to the situational needs of Reputation management. A set of hypotheses are tested using pooled cross-sectional time-series data on a set of "Fortune 500" companies. Results indicate that firms generally directed Reputation management activities towards their more visible stakeholders. However, the type and extent of Reputation management behaviour varied. Specifically, for firms whose top management groups were more highly educated or output oriented, highly visible situations with the media were more likely to be associated with a higher use of press releases. Moreover, those same firms devoted more resources to mass media advertising under situations of high consumer visibility compared to firms whose top management groups were less educated or throughput oriented. Copyright Blackwell Publishing Ltd 2006.
Edward Shiu - One of the best experts on this subject based on the ideXlab platform.
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the customer based Corporate Reputation scale replication and short form
Journal of Business Research, 2009Co-Authors: Gianfranco Walsh, Sharon E Beatty, Edward ShiuAbstract:Corporate Reputation attracts significant attention among marketing scholars. However, researchers often overlook customers' opinions specifically. Walsh and Beatty [Walsh, G., Beatty, S.E., Measuring Customer-based Corporate Reputation: Scale Development, Validation, and Application. J Acad Mark Sci 2007; 35(1): 127-143.] identify dimensions of customer-based Corporate Reputation (CBR); they develop scales to measure these dimensions. Researchers in the present study use the Walsh and Beatty CBR scale in the UK and Germany across contexts to study the cross-cultural validity of the measure of customer-based Corporate Reputation. This study assesses an abbreviated version of the CBR scale (with 15 items). The CBR Short scale has equally good dimensional properties as the original scale. The paper ends with implications for cross-cultural marketing research and management.
Ivan Snehota - One of the best experts on this subject based on the ideXlab platform.
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the role of Corporate social responsibility perceived quality and Corporate Reputation on purchase intention implications for brand management
Journal of Brand Management, 2012Co-Authors: Lucia Gatti, Albert Caruana, Ivan SnehotaAbstract:Businesses increasingly consider Corporate Reputation as a valuable asset that has a positive impact on purchase intention. Concurrently, Corporate social responsibility (CSR) issues have received growing attention and the importance of CSR has been increasingly emphasized. Claims have been made that both CSR and Corporate Reputation can provide a competitive advantage as in conjunction with perceived product quality they can influence purchase intentions. In this article we explore the interaction between these concepts and put forward a set of hypotheses about the expected linkages. Our discussion is based on findings from a study on a sample of customers of two brands of a traditional type of Italian Christmas cake – Panettone. The two brands are widely known in a specific geographical and cultural area and one is well known for its strong engagement in CSR activities. We conclude by discussing the limitations of our study and drawing implications for future research.
