Ronn J. Smith

Mass-Communicated Prediction Requests: Practical Application and a Cognitive Dissonance Explanation for Self-Prophecy

Marketers often promote socially beneficial actions or discourage antisocial behaviors to the benefit of their firms, target markets, and society as a whole. One means by which marketers accomplish such influence is a technique referred to as the “self-prophecy effect,” or the behavioral influence of a person making a self-prediction. Researchers have yet to establish the efficacy of self-prophecy in influencing large target markets. In addition, the theoretical mechanism underlying the effect remains in question. The authors report two field studies that demonstrate successful application of self-prophecy through mass-communicated prediction requests. Furthermore, in three laboratory experiments, the authors provide theoretical support for a dissonance-based explanation for self-prophecy, and they discuss practical implications for marketers interested in influencing socially normative behavior.

When Does the Past Repeat Itself? The Interplay of Behavior Prediction and Personal Norms

Does asking people about their future behavior increase or decrease the likelihood that they will repeat their past behavior? In two laboratory and two field experiments, we find that behavior prediction strengthens behavior repetition, making people more likely to do what they normally do, when personal norms regarding engaging in a behavior are weak or not easily accessible. However, when personal norms are strong or made accessible at the time of the prediction request, behavior prediction weakens behavior repetition and increases the likelihood that people do what they think they should do—even if it’s not what they normally would do. These findings provide new tools for influencing behavior repetition, reconcile some seemingly contradictory past findings, and contribute to the debate regarding the relative importance of habits and intentions in guiding behavior.

Assessing consumer attitudes toward off‐site customer service contact methods

Purpose – This paper aims to present the development of a scale, off‐site customer service (OCS), which assesses the factors that are important in consumer evaluation of an off‐site customer service contact method (e.g. website or telephone).Design/methodology/approach – A scale is developed and tested. A discrete choice model provides supporting evidence of the practical applications of the scale.Findings – The resultant scale is developed with consumer evaluation delineated on usability and experiential dimensions. The usability dimension consists of items capturing ease of use, error recovery, security, and customization constructs. The experiential dimension consists of items capturing satisfaction, socialization, empathy, and privacy sensitivity constructs. A discrete choice model shows that the scale performs equally well for both website and telephone contact methods. The paper concludes with managerial implications and avenues for additional research.Originality/value – Unlike existing scales that...

Process evidence for the question–behavior effect: Influencing socially normative behaviors

Answering a question about performance of a behavior influences the probability of a person performing a target action in the future. Although this question–behavior effect has been shown across multiple contexts, several theoretical mechanisms have been suggested to drive the effect. While various explanations have been offered for the question–behavior effect, clear process evidence exists only for the theoretical perspectives of cognitive dissonance and attitude accessibility. In a series of experiments the current research tests the question–behavior effect from these two theoretical perspectives using a set of outcome measures not previously examined. Findings suggest that the act of self-prediction regarding socially normative behaviors generates cognitive dissonance, thereby obtaining greater compliance with subsequent requests to perform the behavior as a dissonance reduction strategy. Implications of the reported findings and directions for future research are provided.

Spillover effects of a firm's relationship marketing orientation in the logistics triad

– The central tenet of this paper is that a firms efforts to nurture a long-term relationship with a third-party logistics (3PLs) will be influenced by its strategic orientation toward its own customers. The purpose of this paper is to propose that there will be a spillover effect of a firms relationship marketing orientation (RMO) toward its customers on the nature of a firms relationship with its 3PL, positively impacting its logistics performance. , – A survey was administered to logistics managers in Brazilian firms that employ the services of a large 3PL. The model was tested via structural equation modeling. , – Results of this research suggest that a firms RMO toward its customers has a positive impact on the long-term orientation (LTO) toward the relationship with its 3PL, ultimately improving the firms operations performance. Additionally, the findings reveal that the positive effect of RMO on LTO is stronger for higher levels of a firms dependence on its 3PL. , – The results provide initial evidence that when a RMO is embedded in a firms strategies toward its customers, there will be spillover effects on both the nature and outcomes of relationships with other partners, such as 3PLs. Research limitations include the survey implementation in an emerging market, and surveying clients of a single 3PL. , – From the perspective of the 3PL, when selecting new clients, it is important to investigate how these potential clients relate to their own customers. In other words, 3PLs should investigate whether these potential clients embrace RMO toward their downstream customers. If that is the case, the client will be more likely to have LTO with the 3PLs with which it works. , – While most studies in logistics outsourcing demonstrate that interorganizational conditions are key determinants of long-term and collaborative relationships with 3PLs, this study provides initial evidence that when a strategic orientation – RMO – is embedded in a firms strategies and operations toward its customers, there will be spillover effects on both the nature and outcomes of relationships with 3PLs as well.