No abstract

Purpose This paper aims to understand how strong brand attachment can intensify the feeling of perceived betrayal, leading to brand hate after a negative experience with the brand. The study further investigates how consumers make causal attributions for negative experiences when strong brand attachment exists. The moderating effect of a narcissistic personality in the dissemination of negative electronic word of mouth (eWOM) following brand hate is also tested. Design/methodology/approach The study uses a within-the-subject repeated measures experimental design. A total of 202 college students were exposed to two treatments (high versus no brand attachment), involving a situation of product failure of a smart phone brand. A total of 135 responses were used to compare the outcomes of the two treatments using multivariate analysis. The data of high brand attachment treatment (N = 202) were used to test the proposed research model using partial least square-structural equation modelling. Findings The results suggest that having a strong positive relationship with the brand can generate stronger feelings of perceived betrayal and brand hate after the brand transgresses the consumer’s expectations. The results indicate that resentful customers can resort to eWOM after feeling betrayed, even though the prior relationship with the brand was strong. Originality/value This paper extends the work on perceived betrayal to study brand hate and proposes that brand hate can arise even if there is a strong brand attachment. It contributes to the growing body of literature on brand hate and its possible antecedents. Additionally, the study poses some crucial managerial implications for the brand managers by suggesting that strong brand relationships not always ensure loyalty or commitment and can lead to consequences that are damaging for the brand equity.

No abstract

Gig work has transformed the work culture, globally. It’s sprawl, and popularity has also attracted excellent talent to join the gig workforce, most of which are online. While it has unfolded new avenues to showcase talent, its management irregularities have resulted in more significant dropouts. The study addresses a key research gap investigating the dropouts of gig workers on digital earning platforms by the moderating impact of gamified interventions on online platforms. We have based our arguments and derived our hypotheses based on social exchange theory and self-determination theory. A total of 367 responses were collected from white-collar gig workers who have completed tasks on one or more gig platforms in the past two years. We test our hypotheses using partial least square structural equation modelling (PLS-SEM). Results confirm that gamifying the online platform would enhance job satisfaction and productivity of gig employees, reducing the chances of quitting gig work. It is further observed that in the case of gig workers, high-performance work systems have a non-significant effect on the intentions to quit. The results contribute to the redesigning of online gig platforms with a layer of gamified artifacts to increase gig workers' retention.

No abstract