This study investigates the effect of corporate brand dominance-that is, the visibility of a company's corporate brand in product communications-on the relationship between corporate associations and product evaluations. The results show that corporate brand dominance determines the degree to which associations with the company's corporate ability and corporate social responsibility influence product attitudes, as well as the nature of the moderating effects of fit and involvement.

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uring the past decade, customers have become familiar with using various interface technologies, such as Web sites and wireless devices, to interact with firms. Increasingly, they choose the times and the channels through which they deal with firms for different aspects of their interactions. It is becoming common for customers to use different channels at different stages of their decision-and-shopping cycles, for example, using Web sites to obtain information but making purchases offline; in the past they typically obtained all their channel services from a single integrated channel at all stages of their decision process. We refer to customers who use more than one channel to interact with firms as multichannel customers, and marketing strategies to reach such customers as multichannel marketing. According to a study by Doubleclick (2004), the incidence of multichannel shopping among online shoppers increased from 56% to 65% between the 2002 and 2003 holiday seasons.

Organizational research frequently involves seeking judgmental response data from informants within organizations. This article discusses why using multiple informants improves the quality of response data and thereby the validity of research findings. The authors show that when there are multiple informants who disagree, responses aggregated with confidence- or competence-based weights outperform those with response data-based weights, which in turn provide significant gains in estimation accuracy over simply averaging informant reports. The proposed methods are effective, inexpensive, and easy to use in organizational marketing research.

It has often been proposed, or assumed, that improvisation is a useful metaphor to provide insight into managing and organizing. However, improvisation is more than a metaphor. It is an orientation and a technique to enhance the strategic renewal of an organization. The bridge between theory and practice is made through exercises used to develop the capacity to improvise, borrowed from theatre improvisation. This paper describes a typical improvisation workshop in developing six key areas that link improvisation exercises to the practice of management: interpreting the environment; crafting strategy; cultivating leadership; fostering teamwork; developing individual skills; and assessing organizational culture.