Tribal aspects of postmodern consumption research: the case of French in‐line roller skaters

Covà, Bernard; Cova, Véronique

doi:10.1002/cb.54

Cited by 157 publications

(143 citation statements)

References 11 publications

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“…However, it is possible to discern differences in focus and experiential consequences. While virtual P3 activity does occur in brand communities (Muniz and Schau 2005), dialogue in these communities tends to revolve around brand-related narratives that emphasize expressive, hedonic, or social interaction (Cova and Cova 2001;Kozinets 1997;Leigh, Peters, and Shelton 2006). Virtual P3 communities, by contrast, often evolve from pragmatic origins (Bagozzi and Dholakia 2006;Nelson and Otnes 2005;Wasko and Faraj 2005) that do not necessarily relate directly to a specific brand.…”

Section: Introductionmentioning

confidence: 99%

“…Aspects of social capital can also be seen in studies of transient communities based on shared consumption interests (Cova and Cova 2001;Kozinets 2002a;Nelson and Otnes 2005). The offline and online communities organized around brands (McAlexander, Schouten, and Koenig 2002;Muniz and O'Guinn 2001;Muniz and Schau 2005), social network analysis (Brown and Reingen 1987), the self-presentation strategies used by individuals to establish an identity within a virtual context (Schau and Gilly 2003), and examples of socially embedded consumption (Frenzen and Davis 1990) all exhibit elements of social capital.…”

mentioning

confidence: 99%

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Social Capital Production in a Virtual P3 Community

Mathwick¹,

Wiertz²,

2008

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Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

Social Capital Production in a Virtual P3 Community

Mathwick¹,

Wiertz²,

2008

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“…While this assumption may be misplaced, we found that the incorporation of ethnic others into one's extended self in a fractured marketplace encourages altruistic acts of generosity and kindness towards like customers (Cova and Cova, 2001). As if socially imposed, the provision of generosity to a like customer, we found, is often conflated as an important device for signalling commonality ties and reciprocating with regard to analogous help an employee's immediate family member has received, or might receive in the future, from an ethnic employee in another, similar context.…”

Section: Reciprocal Altruism In the Marketplacementioning

confidence: 84%

Service nepotism in the multi-ethnic marketplace: mentalities and motivations

Sarpong

Maclean

2015

International Marketing Review

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Purpose -The purpose of this paper is to emphasize the multi-ethnic marketplace as the site of the emergence of service nepotism: the practice where employees bestow relational benefits and/or gifts on customers on the basis that they share a perceived common socio-collective identity. The authors draw on the contemporary turn to practice in social theory to explore why ethnic employees may engage in service nepotism even when they are aware that it contravenes organizational policy. Design/methodology/approach -Given the paucity of empirical research which investigates the multi-ethnic marketplace as a locus for the emergence of service nepotism, the authors adopted an exploratory qualitative research approach to advance insight into service nepotism. The study benefits from its empirical focus on West African migrants in the UK who represent a distinct minority group living in urban areas of the developed world. Data for the study were collected over a six-month period, utilizing semi-structured interviews as the primary method of data collection. Findings -The research highlights the occurrence and complexities of service nepotism in the multi-ethnic marketplace, and identifies four distinct activities (marginal revolution, reciprocal altruism, pandering for recognition, and horizontal comradeship), that motivate ethnic employees to engage in service nepotism, despite their awareness that this conflicts with organizational policy. Research limitations/implications -By virtue of the chosen theoretical lens, the authors were unable to demonstrate how service nepotism could be observed outside spoken language. Also, care should be taken in generalizing the findings from this study given the particularities of the sub-group involved. For example, since the study is based on a small sample of first generation migrants, the findings may not hold true for their offspring, whose socialization and marketplace experiences may be qualitatively different from those of their parents. Practical implications -Service nepotism challenges fundamental western egalitarian ideals in the multi-ethnic marketplace. Organizations may wish to develop strategies to placate observers' concerns of creeping favouritism in a supposedly equitable marketplace. The research could also serve as a starting point for managers objectively to assess the likely impact of service nepotism on the organizing value systems and competitiveness. In particular, the authors suggest that international marketing managers would do well to look beneath the surface to see what is really going on in international marketplaces, since ostensible experiences of marketplace consumption may not always reflect underlying reality. Originality/value -By using service nepotism as an analytical category to explore the marketplace experiences of ethnic service employees living and working in industrialized societies, the research shows that the practice of service nepotism, whilst taken for granted, can have far-reaching impact on individuals, observers, and service organi...

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“…Tourist activities can become such rites of passage. Shared experiences can create close bonds between people (Arnould and Price, 1993) a sense of community (Turner, 1974;Cova and Cova, 2001) within which they can establish identity (Beard and Ragheb, 1983) and gain recognition (Otto and Ritchie, 1996) status or kudos (Curtin, 2005).…”

Section: A Different Approach To Understanding the Consumermentioning

confidence: 99%

Has the experience economy arrived? The views of destination managers in three visitor‐dependent areas

Morgan

Elbe

Curiel

2009

Journal of Tourism Research

135

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This paper explores the concept of the experience economy as a basis for management and marketing strategies in tourism destination regions. It identifi es the key elements of the concept as being a view of consumer behaviour which stress the emotional, aspirational and participative over the functional and rational; an approach to services management through theatrical metaphors of staging, casting and performance; and strategies which see the delivery, or co-creation, of unique and memorable experiences as a source of competitive advantage. It investigates the extent to which these have been accepted and acted upon by destination managers, using case studies from three contrasting visitor-dependent economies.

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Tribal aspects of postmodern consumption research: the case of French in‐line roller skaters

Cited by 157 publications

References 11 publications

Social Capital Production in a Virtual P3 Community

Social Capital Production in a Virtual P3 Community

Service nepotism in the multi-ethnic marketplace: mentalities and motivations

Has the experience economy arrived? The views of destination managers in three visitor‐dependent areas

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