Retailer community embeddedness and consumer patronage

Landry, Timothy D.; Arnold, Todd J.; Stark, John B.

doi:10.1016/j.jretconser.2004.03.001

Cited by 44 publications

(15 citation statements)

References 37 publications

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“…Reciprocity therefore offers a mutually gratifying pattern of exchange of various resources. Reciprocity implied a belief in the ongoing relationship among members of a group (Landry et al 2005;Uzzi, 1996;Warren, 1978). The following hypotheses were suggested: H2：Reciprocity would encourage members of social networking websites to engage in a brand community.…”

Section:  Informationmentioning

confidence: 99%

Exploring The Social Marketing Impacts of Virtual Brand Community Engagement

Chiang

Wang

2018

CMR

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The number of people using online communities is rising. The study found that more consumers find and evaluate goods through social media networks. At the same time, marketers continue to promote brand recognition, but more importantly, to increase user engagement. However, the link between the brand community and social media has become the focus of the marketing staff and the public. But the academic research of the brand community and the social media in the past focused on brand loyalty. Thus, the aim of this study was to explore how virtual brand communities could create social impacts on their customers. This study will use a web survey from customers from Insightxplorer's Cyber Panel who intend to adopt a social network service. Factor analysis will be conducted to confirm the induced factors from literature review. Furthermore, PLS will be used to determine the variation in social networking sites' quality, brand communities' engagement, virtual community and equity. Finally, in-depth discussions and conclusions will be provided to inform research and practice.

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Section:  Informationmentioning

confidence: 99%

Exploring The Social Marketing Impacts of Virtual Brand Community Engagement

Chiang

Wang

2018

CMR

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“…Firms and their consumers belong to the same community and share values (Landry, Arnold, and Stark 2005). Arguably, shared values exist because managers and consumers belong to the same macro-culture derived from cultural, geographic, and institutional homogeneity (Abrahamson and Fombrun 1994; Porac, Thomas, and Baden-Fuller 1989).…”

Section: New Institutional Theory As a Framework For Explaining Loyaltymentioning

confidence: 99%

“…Adapting to consumers’ values and desires allows organizations to create loyalty. Prior studies demonstrate that loyalty increases when consumers feel the organization considers their feelings and values, suggesting that shared values improve retention (Arnold, Kozinets, and Handelman 2001; Handelman and Arnold 1999; Landry, Arnold, and Stark 2005). As Ouchi (1980, 138) explains, “common values and beliefs provide the harmony of interests that erase the possibility of opportunistic behavior.” Consumers and managers sharing values support a relational stability (Nohria and Ghoshal 1994).…”

Section: Hypothesesmentioning

confidence: 99%

The Role of Shared Values in Understanding Loyalty over Time

Chaney

Martin

2016

Journal of Travel Research

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Tourism’s unique features limit the consumer behavior literature’s ability to explain consumer loyalty. More precisely, existing consumer loyalty models do not consider social and cultural dimensions highlighted by tourism literature. Using new institutional theory, this article proposes a new perspective to explain loyalty. This study of musical festival patrons and managers combines cognitive mapping and questionnaires. Findings demonstrate that shared values between managers and festival-goers influence the latter’s loyalty. More precisely, shared values impact attitudinal loyalty and word-of-mouth, but they do not affect behavioral loyalty. Results also show that festival-goer loyalty decreases more slowly over time when a high level of shared values exist. Beyond music festivals, this study highlights a more sociological approach to explain loyalty over time in tourism.

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“…The influence of marketing within an organisation Homburg et al (1999) The impact of environmental forces on the organisation of distribution channels Grewal and Dharwadkar (2002), Deligonul, Elg, Cavusgil, and Ghauri (2013) The organisationconsumer relationship Over and above economic efficiency, companies seek to enhance their social legitimacy Handelman and Arnold (1999), Kates (2004), Chaney and Marshall (2013) Adopting institutionalised practices in an environment in order to reach consumers Arnold et al (2001), Bianchi and Arnold (2004), Landry, Arnold, and Stark (2005), Hillebrand et al (2011) The organisational field…”

Section: Organisationsmentioning

confidence: 99%

Megamarketing expanded by neo-institutional theory

Chaney

Slimane

Humphreys

2015

Journal of Strategic Marketing

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This work aims at extending the boundaries of marketing to address the process of emerging consumption practices. This point of view is in line with the concept of megamarketing introduced by Kotler (1986, Harvard Business Review, 64, 117-124) and with the assumption that consumption practices depend heavily on supra individual and institutional structures that can take a cognitive, normative and regulatory form. Drawing from the recent insights of institutional theory, we propose marketing strategies that companies can use to shape the institutional structure underlying new consumptions practices. We extend the concept of megamarketing by collating it with that of institutional work, and thus identify the cognitive, symbolic, cultural and legal levers used by firms to shape the institutional conditions needed for consumption.

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Retailer community embeddedness and consumer patronage

Cited by 44 publications

References 37 publications

Exploring The Social Marketing Impacts of Virtual Brand Community Engagement

Exploring The Social Marketing Impacts of Virtual Brand Community Engagement

The Role of Shared Values in Understanding Loyalty over Time

Megamarketing expanded by neo-institutional theory

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