Guangping Wang

Developing and validating measures of facets of customer-based brand equity

Abstract This article presents four studies that develop measures of “core/primary” facets of customer-based brand equity (CBBE). Drawing from various CBBE frameworks, the facets chosen are perceived quality (PQ), perceived value for the cost (PVC), uniqueness, and the willingness to pay a price premium for a brand. Using numerous advocated scale developmental procedures, the measures of these facets showed evidence of internal consistency and validity over 16 different brands in six product categories. Results also suggest that PQ, PVC, and brand uniqueness are potential direct antecedents of the willingness to pay a price premium for a brand, and that willingness to pay a price premium is a potential direct antecedent of brand purchase behavior.

The Effects of Job Autonomy, Customer Demandingness, and Trait Competitiveness on Salesperson Learning, Self-Efficacy, and Performance

Although self-efficacy has been demonstrated to be positively associated with performance-related variables, few studies have looked at its possible antecedents in the context of personal selling. Applying social cognitive theory, this study posits that while self-efficacy positively affects performance, the salespersons learning effort directly affects self-efficacy. Furthermore, two task-related factors (perceived job autonomy and customer demandingness) and one individual difference variable (trait competitiveness) are proposed to affect salesperson learning effort and self-efficacy. Two empirical studies show consistent results regarding the positive effects of learning on efficacy and efficacy on performance as well as the influences of three exogenous constructs on learning and efficacy. Implications and future research directions are discussed.

Salesperson creative performance: conceptualization, measurement, and nomological validity

Abstract To succeed in an era of increasing competition requires salespeople to engage in creative problem-solving activities. However, the contemporary sales literature has not explicitly examined the creative aspects of selling. Based on social psychological research on creativity and our own qualitative study, we conceptualize salesperson creative performance as the amount of new ideas generated or behaviors exhibited by the salesperson in performing his/her job activities . Following recommended steps in scale development, we develop a seven-item scale for measuring the construct that demonstrates acceptable unidimensionality, internal consistency, and construct validity. Implications and future research directions are discussed.

Psychological Empowerment and Job Satisfaction An Analysis of Interactive Effects

This research investigates the interactive effects of the psychological empowerment dimensions on job satisfaction. Using data collected from employees of multiple organizations, the authors find intriguing three-way interactions among the dimensions. Choice has a weak but negative effect on job satisfaction when both competence and impact are high or low but has a strong positive effect when one of the two dimensions is low and the other is high. Impact has no effect on job satisfaction when choice and competence are both high or both low. The effect of impact is positive only when one of the two dimensions is high and the other is low. In addition, high levels of choice and competence reinforce the positive effect of meaning on job satisfaction. The results offer important insights for future theory development on psychological empowerment.

The Effect of Agency Creativity on Campaign Outcomes: The Moderating Role of Market Conditions

This study examines the effect of agency creativity on campaign outcomes as moderated by different levels of market dynamism and competitive intensity. Using data from matched interviews of advertisers and agency creative teams in China, the study reveals complicated relationships among agency creativity, market conditions, and campaign outcomes. The impact of agency creativity on campaign outcomes is positive but the impact of excessive creativity is negative, and agency creativity is more powerful in high rather than low competitive intensity and in low rather than high market dynamism. Theoretical and managerial implications as well as directions for future advertising creativity research are derived from findings of the study.

The Interactive Effects of Sales Force Controls on Salespeople Behaviors and Customer Outcomes

Although studies have examined the antecedents and consequences of sales force control (SFC) systems, little research investigates how different SFC elements interact or work together to affect salespeople behaviors and customer outcomes. Drawing on a diverse literature, this study hypothesizes interactive influence of three formal control elements (i.e., output, activity, and capability) on two customer-directed sales behaviors (i.e., problem solving and opportunism), which subsequently affect customer relationship outcomes. Using data collected from matched business-to-business buyer–seller dyads in China, the authors find that output and activity controls reduce both problem solving and opportunism when used together. Output and capability controls synergistically enhance problem solving and reduce opportunism, whereas activity and capability controls interact to reduce problem solving and increase opportunism. In addition, sales behaviors have significant effects on customer relationship satisfaction, which in turn affects customer share of wallet.

The Effect of Psychological Climate for Innovation on Salespeople’s Creativity and Turnover Intention

Psychological climate for innovation (PCI) has received little attention in sales research, although psychological climate as a general construct has been studied extensively in social psychology. This study examines two outcomes of PCI in the sales context: salespeople’s creativity and voluntary turnover intention (VTI). We conceptualize and test a partial mediating mechanism composed of learning orientation and job satisfaction. Data collected from a sample of business-to-business salespeople from multiple companies in the northeast United States provide general support for the model. Overall, PCI is found to enhance sales creativity and reduce VTI. It positively affects salespeople’s learning orientation and job satisfaction, and learning orientation further enhances job satisfaction and sales creativity. However, job satisfaction actually reduces creativity. While PCI positively influences creativity through learning orientation, it exerts a negative effect through job satisfaction. Finally, we find that PCI reduces VTI both directly and indirectly through its positive effects on learning orientation and job satisfaction. The results offer insights and challenges for sales managers on how to retain a learning and creative sales force in an innovative work environment.

Advertiser Risk Taking, Campaign Originality, and Campaign Performance

Originality is an important characteristic of effective advertising, but what contributes to advertising originality is far from clear. This research examines the effect of the advertisers creative risk-taking propensity on campaign originality. We draw on agency theory and the creativity literature to develop two behavioral strategies that risk-taking advertiser can employ (i.e., creative qualification and trust in agency) to enhance advertising originality. We find the advertisers risk taking increases its creative qualification effort and its trust in the chosen agency, and it is through qualification and trust that advertiser risk taking contributes to campaign originality and performance.

Firm Capabilities, Customer/Supplier Participation, and Firm Performance

Recent developments in supply chain and customer relationship management call for firms in the value chain to work closely together. Value co-creation with the upstream (i.e. suppliers) and downstream (i.e., customers) partners has become a critical strategy for many successful companies in their effort to integrate value chain management to the center stage of enterprise management (Flint & Mentzer, 2006). A value co-creation strategy draws on expertise, knowledge, and resources from the customers and suppliers alike to enhance the firms knowledge development and innovation process. Strategic implications of value co-creation have been recognized (Fang, 2008; Prahalad & Ramaswamy, 2004), and significant theoretical advances have been made (Blazevic & Lievens, 2008; Payne, Storbacka, & Frow, 2008). However, systematic research that explores the antecedents, conditions, and performance outcomes of value co-creation is still lacking, and therefore, many fundamental questions remain unanswered.