No abstract

Purpose The purpose of this paper is to examine consumer involvement with a popular US-based coffee-shop brand consumer-generated advertising (CGA) and its effect on brand loyalty and trust, to test the influence of antecedents: organizational transparency and brand authenticity on CGA involvement, and to analyze differences among customers and non-customers of the brand. Design/methodology/approach Grounded in the service-dominant logic and signaling theory, a scenario-based survey describing a contest to co-create a video commercial, as CGA, for a prominent US-based coffee-shop brand, yielded 492 responses from recent restaurant patrons. Structural equation modeling was used to test the effects of involvement in CGA on loyalty and trust. Multi-group comparison examined the differences between customers and non-customers of the brand. Findings Involvement in CGA had positive effects on loyalty and trust for both brand customers and non-customers. Transparency builds perceptions of brand authenticity; both authenticity and transparency significantly and positively affected trust, but only authenticity influenced loyalty. There was a stronger impact of involvement with CGA on loyalty for non-customers than brand customers. Non-customer perceptions of the brand’s authenticity influenced brand trust more significantly than customer perceptions. Practical implications Coffee-shop brand marketers should leverage online and physical brand exposure to involve both customers and non-customers in company-driven CGA, as a relationship management and marketing tool. Marketers should enhance transparency, which builds perceptions of brand authenticity, leading to greater CGA involvement. Originality/value This study contributes to hospitality research and literature, revealing that non-customers can be converted to brand customers through authenticity and indirect involvement with CGA, leading to long-term relational outcomes. The results identified consumers’ perception of organizational transparency is an antecedent of brand authenticity and established CGA contests as a relational marketing tool for hospitality brands.

Purpose The purpose of this paper is to critically assess the state of substantive, methodological and conceptual development of talent management (TM) within hospitality and business research and to identify gaps, examine debates and provide hospitality research direction. Design/methodology/approach After identifying 545 articles from 22 peer-reviewed journals from Google Scholar using “talent management,” only articles directly related to TM (n = 149) were analyzed using the validity network schema (VNS). The advantage of the VNS approach is in-depth analysis of the three research domains – substantive, methodological, and conceptual – and evaluation of the pathways between domains emerging in a unique hospitality TM perspective. Findings Substantive domain TM discourse analysis identified 12 general and 5 hospitality-related topics. The resulting research framework depicted how global trends, organizational, employee-specific factors and organizational-management tactics affect (1) organizational, (2) personal, (3) societal, and (4) customer outcomes. Methodological domain analysis revealed business TM research in the mature stage, while hospitality TM research is in the embryonic stage of development. TM researchers predominantly used observational, descriptive and industry-specific data, advancing the field with associated research frameworks. Conceptual domain analysis uncovered opportunities to advance theoretical foundations and test causal relationships. Originality/value VNS analysis identified the importance of conceptual, methodological and substantive domains of TM research. The comprehensive TM research framework was proposed with eight research pathways to guide future hospitality studies. This paper advances the unique hospitality industry-specific scholarship and practice, focused on employee well-being rather than solely organizational gain.

No abstract

The main purpose of this research was to investigate the reciprocal nature of trust in a service provider, established through consumer involvement in value co-creation. Grounded in service-dominant logic and social exchange theory, the study used an existing consumer-generated co-creation contest by a popular U.S.-based coffee-shop brand. When examining customer involvement with value co-creation (N = 510), the covariance-based structural equation model test of recursive versus sequential trust models revealed that trust served as both a significant antecedent and an outcome of value co-creation and is reciprocal in nature. The findings provide support for trust networks as necessary condition for successful value co-creation. Finally, theoretical implications for service-dominant logic and social exchange theory are presented and practical implications discussed.

Purpose The purpose of this paper is to introduce and test customer perceptions of four types of value co-creation (VCC), explore VCC a priori condition of relatedness, operationalized as commercial friendship, examine customer voluntary participation in VCC through initiation (customer vs company), and the influence of these factors on relational outcomes of VCC: satisfaction, loyalty and trust. Design/methodology/approach A scenario-based 2×2×4 experimental design was set in a destination resort context: weak vs strong commercial friendship, customer vs company co-creation initiation and four types of VCC. The 248 resort guests were equally and randomly assigned to experimental conditions. Multivariate analysis of variance and repeated measures analysis of variance was utilized. Findings Results demonstrated that customers perceived VCC processes differently. Co-creation of experience and co-recovery outcomes had significantly higher relational outcomes when compared to co-creation of marketing and co-innovation. Experiencing stronger commercial friendship, as customer–company relatedness and being invited to co-create resulted in stronger customer relational outcomes. Originality/value The core theoretical contribution of this study is the comparative analysis of customer perceptions of four distinctly different types of VCC: co-innovation, co-creation of experience, co-creation of marketing and co-recovery. A priori conditions of relatedness and co-creation initiation were established as antecedents of VCC processes among customers and service providers. When a service provider initiates VCC, it can positively affect customers’ relational outcomes of satisfaction, loyalty and trust.

No abstract

No abstract