Purpose The purpose of this paper is to investigate the marketing results of video blogging (vlogging). In particular, the authors are interested in understanding which video bloggers (vloggers) can better help marketers develop their brand image, which vlog viewers tend to evaluate vlogger-endorsed brands more positively, and how these effects occur. Design/methodology/approach A questionnaire survey was conducted with a convenience sample online. A total of 401 valid responses were collected. Regression analyses and bootstrapping were used to test the hypotheses. Findings The authors found that vloggers’ physical and social attractiveness and the audience’s viewing motives (entertainment motive and relationship-building motive) and behavior (time spent on the media) increased the audience’s evaluations of the brands endorsed by the vloggers (perceived brand quality, brand affect and brand preference). The authors also found that these relationships were mediated by the parasocial interaction (PSI) between the vloggers and the audience. Practical implications The findings of this study suggest that marketers can develop relationships with consumers and enhance their brand evaluations via vloggers. This strategy is more effective when brand managers use more attractive vloggers and target viewers who spend a lot of time on vlogs seeking entertainment or hoping to build relationships. Originality/value This study contributes to the literature by showing that vlogging can affect brand evaluations through the development of PSI between vloggers and viewers. The authors extended the focus of vlog marketing research from consumers’ watching and sharing behaviors and their perception of vloggers to brand evaluations, from vloggers’ characteristics to viewers’ characteristics and from the Western to the Eastern context.

T his study attempts to reconcile previous findings that show both positive and negative outcomes associated with blended workgroups (i.e., workgroups consisting of both temporary and standard workers). Specifically, we conceptualize temporary and standard work as part of a naturally occurring status hierarchy in organizations and propose that blended workgroups have opposing effects on employees depending on employees' perceptions of their potential for upward mobility in that organization. We combine research on the blended workforce with theorizing from social identity and self-categorization theories to propose that when employees perceive the potential for upward mobility to be high, the proportion of temporary workers in the group will be negatively related to employee attitudes and behaviors, and the relationship will be positive when perceived mobility is low. Furthermore, we hypothesize that this relationship will be mediated by the valence of employees' perceptions of their workgroup's prototype. We test our hypotheses on a sample of 124 temporary and standard research scientists in an Australian organization. The results show that workgroup composition and perceived mobility jointly influence workgroup identification and organization-based self-esteem, mediated by the valence of workgroup prototype; however, workgroup composition and perceived mobility directly influence organizational citizenship behavior unmediated by prototype valence.

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Purpose The purpose of this paper is to investigate whether embedded employees proactively provide voice for future improvement, and how interactional justice moderates this relationship. Design/methodology/approach Survey data were collected from the administrative staff and their immediate supervisors of a major university located in Southern China. The data were analyzed using hierarchical linear modeling. Findings Job embeddedness was positively related to voice behavior toward organization (VBO) but not to voice behavior toward work unit. Interactional justice was positively related to both types of voice behavior. The relationship between job embeddedness and VBO was stronger among employees who perceived lower interactional justice. Practical implications To encourage voice behavior, organizations should attempt to enhance employees’ job embeddedness by adopting human resource strategies such as providing training that helps employees to meet their long-term career goals. This is particularly important when supervisors fail to treat their employees with fairness. When employees are treated with fairness by supervisors, they are also motivated to speak up. Thus, supervisors should pay attention to the ways in which they interact with employees. Originality/value This paper adds to the existing knowledge of the consequences of job embeddedness by examining its relationship with voice, a proactive behavior which can benefit the organization but is considered as risky by the employees. Additionally, studying the moderating effect of interactional justice enriches the understanding of the conditions under which the relationship between job embeddedness and voice may vary. It also reveals the uncertainty management process underlying the influences of job embeddedness and interactional justice on voice behavior.