Given the pervasive spread and use of the Internet and social media, consumer use of these new forums for expressing their revenge intentions has also increased. This research examines the impacts of service outcome and service process failures on consumer online revenge intentions. Using insights from cognitive appraisal theory, a comprehensive model is developed and tested to examine the impacts of service failure types on consumers’ primary and secondary appraisal processes that lead to online revenge intentions. The model was tested in the United Kingdom and Jordan. Results show that for the two countries, different service failure types lead to different cognitive appraisal processes, and to intentions to use different online revenge platforms.

Impulse buying (IB) is one of the most fragmented concepts in the marketing and consumer literature. This has resulted in some contradictory findings and a lack of an overarching theoretical framework for understanding the IB process and its outcomes. Based on a systematic review of the literature published over the past 60 years, the authors synthesize various research perspectives into a comprehensive multidisciplinary framework of IB – linking antecedents, triggers, the buying act and post‐purchase outcomes. The paper makes four specific contributions relevant to both academic researchers and practitioners. First, it provides a comprehensive understanding of IB as a process and outcome, by systematically reviewing the existing literature. Second, it specifically recognizes and discusses the triggers of IB, by drawing on literature related to the buying process, intentions and motivations. Third, this is the first meta‐analysis review in the area. Finally, it considers the potential consequences of IB that lead to subsequent IB, and provides a framework for future investigation. This paper also addresses a problem of relevance to both academics and practitioners, proposing further research and managerial implications.

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S. 2004. Testing candidate indicators to support ecosystem-based management: the power of monitoring surveys to detect temporal trends in fish community metrics. e ICES Journal of Marine Science, 61: 35e42.Community metrics describe aspects of community structure and are often calculated from species-size-abundance data collected during fish stock monitoring surveys. Several community metrics have been proposed as indicators to support ecosystem-based fishery management. These metrics should be sensitive to fishing impacts and respond rapidly to management action, so that managers can assess whether changes in the fish community are a desirable or undesirable response to management. It should also be possible to estimate metrics with sufficient precision so that changes in the community can be detected on management time scales of a year to a few years. Here, we test the power of a large-scale annual trawl survey (North Sea International Bottom Trawl Survey, IBTS) to detect trends in six community metrics: mean length, mean weight, mean maximum length, mean maximum weight, slope of the biomass size spectrum, and mean trophic level. Our analyses show that the power of the trawl survey to detect trends is generally poor. While community metrics do provide good long-term indicators of changes in fish community structure, they are unlikely to provide an appropriate tool to support short-term management decisions. If fish community metrics are to provide effective support for ecosystem-based management, and management time scales cannot be extended, then the power of many surveys to detect trends in fish community structure will need to be improved by increased replication and standardization.Crown

Highlights Managerial price setting processes are examined through insights obtained from behavioral decision making. Behavioral models of pricing provide realistic understanding of managerial price setting in business-to-business contexts. Issue understanding, cognitive biases and heuristics are offered as major managerial factors that impact price setting. An agenda for future research is offered along with managerial suggestions for price setting.3 Behavioral Issues in Price Setting in Business-to-Business Marketing: A Framework for Analysis AbstractBusiness-to-business pricing research has often focused on developing rational and normative frameworks and models for pricing issues, strategies and tactics. However, there has been less attention given to behavioral models that help us understand the realities of pricing and how managers actually set prices. Specifically, there has been less attention given to the various individual and group influences on the price setting process. We apply insights from a steadily increasing body of literature on behavioral decision making to identify some relevant behavioral issues that may affect managerial price setting processes in business-to-business contexts. We conclude with some implications for theory building and practice and an agenda for future research. Approaching the field of business-to-business pricing from the perspective of behavioral decision making, which contends that managerial cognitive biases are key sources for deviations 5 from optimal decisions, we attempt to understand the impacts of managerial factors on the price setting process. Our primary objective is to build a case for the study of managerial cognitions that could affect the use and application of normative frameworks of price setting. With this objective in mind, we attempt to make three distinct contributions to the current sparse research in the area of managerial influences on business-to-business pricing. First, we extend insights from behavioral research from various disciplines, including behavioral economics, management and behavioral finance, to understand how behavioral issues may contribute to the price setting process. While most existing research on business-to-business marketing focuses on the customer or the purchasing manager (e.g., Anderson et al. 2000), we place our attention on the manager in the selling or marketing firm. Second, we offer a preliminary framework that contends that managerial issue identification, cognitive biases and heuristics intervene in the Keywords