De Wulf, Kristof; Van Kenhove, Patrick; Steenhaut, Sarah (Vlerick Business School, 2003)
This paper investigates the relationship between two outcomes of relationship marketing - affective commitment and behavioral loyalty - and consumers' unethical behavior. The main objective of the study is to assess whether affective commitment and behavioral loyalty to a store translate into more ethical behavior towards that store, controlling for the variables of age, gender, and ethical beliefs. The study does not rely on a single measurement tool, but is based on ten months' panel data and three different mail surveys targeted at 359 Belgian households. The results provide support for our hypothesis that affective commitment is indeed negatively correlated with consumers' unethical behavior. The same conclusion could not be drawn for the relationship between behavioral loyalty and consumers' unethical behavior. No significant relationship was detected, not even in situations where affective commitment was high. The results hold major implications for retailing practice.
Devos, Geert; Buelens, Marc (Vlerick Business School, 2003)
The present study examined the contribution to employees' openness to change of the content, context, and process of organizational transformation. The threatening character of organizational change (content variable), trust in executive management, trust in the supervisor, history of change (context variables), and participation in the change effort (process variable) were predicted to have a positive effect on openness to change. Hypotheses were tested in two separate studies (N = 828 and N = 835) using experimental vignettes. A first study crossed four variables in a fully crossed 2 × 2 × 2 × 2 design. Results showed significant main effects and no interaction effects for content, context, and process. A second study, with a fully crossed 2 × 2 design crossed two context variables, history of change and trust in top management. Results showed significant main and significant interaction effects. It was only when history of change and trust in executive management were low that openness to change dramatically decreased.
Van den Broeck, Herman; Vanderheyden, Karlien; Cools, Eva (Vlerick Business School, 2003)
Cognitive styles gained prominence in organizational behavior and management literature during the last decades. Researchers studied cognitive styles in relationship to various concepts and from various points of view. Different authors developed their own instruments of assessment to identify differences in cognitive styles. However, this theoretical and empirical pluralism makes the field of cognitive styles rather confusing and leads to inconsistent measurement results. Several authors try to create order in the diverse field by integration of the different theories. With this state of affairs in mind, the purpose of this article is twofold. Firstly, we attempt to demarcate and define succintly the field of cognitive style research. Secondly, we want to present our research on cognitive styles, which led tot the development of the Cognitive Style Inventory (CoSI). We are currently finalising the validation and cross-validation of our self-report questionnaire. The theoretical background of the questionnaire is presented. Because of the usefulness of the cognitive style concept for organizations, clarification of the research field and the development of a useful questionnaire to measure individual differences in cognitive styles are necessary.
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