In two experimental studies, we tested the effect of COVID‐19 vaccine scarcity on vaccine hesitancy. Based on extensive scarcity literature, we initially predicted that high (vs. low) scarcity would increase demand for vaccines, operationalized as one's willingness to receive a vaccine. Contrary to this prediction, Study 1 showed that scarcity of vaccines reduced participants’ sense of priority which, in turn, also reduced their vaccination intentions. Trust in doctors moderated the effect of perceived vaccination priority on vaccination intentions such that for individuals with high trust in doctors, reduced perceived priority did not reduce their vaccination intentions as much. Study 2 replicated these effects with a more general population sample, which included at‐risk individuals for COVID‐19 complications. At‐risk participants (vs. low‐risk) had higher perceived vaccination priority, but describing vaccine doses as scarce reduced vaccination intentions similarly across both groups. Moreover, Study 2 demonstrated that compassion for others is a boundary condition of the effect of vaccine scarcity on vaccination intentions. For participants with high compassion, scarcity reduces willingness to receive a vaccine; for participants with low compassion, scarcity increases their willingness to be vaccinated. Our results suggest that health policymakers need to deemphasize the scarcity of vaccines to increase vaccine acceptance.
This research examines the antecedents and outcomes of organizational frontline employees’ (FLEs’) resilience. Developing a better understanding of resilience, defined as an employee’s ability to overcome or bounce back from adversity, has become critical, as managers increasingly are struggling to manage change on the front lines. The results from three studies conducted in organizational frontline contexts confirm the importance of FLE resilience, demonstrating its association with increased effort and reduced turnover intentions. Moreover, using an experience sampling methodology, we find that nearly half the variance in resilience lies within individuals, which suggests that resilience is not merely a trait but rather malleable. As such, the main contribution of this research is to offer fresh insights into what leads to greater resilience in customer-facing roles. The results show that rather than being motivated by a desire for monetary compensation, FLEs’ resilience is driven by a sense of competence and relatedness to not only coworkers but also customers. Moreover, we find that autonomy is negatively related to resilience when customer orientation is low. For managers, our findings offer guidance on how to cultivate resilience to improve FLE effort and reduce turnover intentions in the face of adversity.
This pre-registered work tests the replicability of seven studies covering the most important effects associated with mental accounting across 5,589 participants from 21 countries. Findings support the robustness of the original studies across time and culture, confirming the role of mental accounting as a critical driver of human decision-making.
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