There has been little research on how market disruptions affect customer–brand relationships and how firms can sustain brand loyalty when disruptions occur. Drawing from social identity theory and the brand loyalty literature, the authors propose a conceptual framework to examine these issues in a specific market disruption, namely, the introduction of a radically new brand. The framework focuses on the time-varying effects of customers' identification with and perceived value of the incumbent relative to the new brand on switching behavior. The authors divert from the conventional economic perspective of treating brand switching as functional utility maximization to propose that brand switching can also result from customers' social mobility between brand identities. The results from longitudinal data of 679 customers during the launch of the iPhone in Spain show that both relative customer–brand identification and relative perceived value of the incumbent inhibit switching behavior, but their effects vary over time. Relative customer–brand identification with the incumbent apparently exerts a stronger longitudinal restraint on switching behavior than relative perceived value of the incumbent. The study has important strategic implications for devising customer relationship strategies and brand investment
Buyers often seek to enhance the capabilities of their suppliers through supplier development initiatives. However, these initiatives are not always successful and may have unintended consequences. This study investigates a ‘dark-side’ of supplier-buyer relationships, specifically the link between supplier development initiatives and supplier opportunism. Agri-food supply chains in Vietnam is the context for the study. We employ an explorative, qualitative methodology, analysing data from 30 interviews with fruit and vegetable buyers. The findings identify different supplier development initiatives and the specific forms of opportunism that may arise from each. Attention is paid to strategies to curb opportunism.
Osei-Frimpong, K.; Wilson, A.; Lemke, Fred; Mclean, G. (2018)
This study furthers our understanding of value co-creation, which has received little attention in the doctor-patient encounter relationship. We employed a quantitative survey method to shed light on factors driving this fundamental service aspect, followed up with a multilevel data analysis. These factors (assurance, social skills, doctor-patient orientation) from the doctor significantly strengthen the effects of the patient-level factors (trust, perceptual beliefs, interactions) on the service engagement and outcomes of the focal doctorpatient dyad. We establish the cross-level interactive effects at the group level of the focal dyad on service engagement. The findings suggest service engagement at the group level had no significant effect on patients’ perceived value. We provide new empirical insights to understand and operationalize these fundamental influencing factors of the value co-creation concept in a healthcare setting, and contribute to the value co-creation literature.
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