Research on consumers response to pricing tactics has been plentiful and is still ongoing. One strategy that research has sought to explain and endorse is pennies-a-day (Gourville, 1998), where the cost of a product is expressed as a small ongoing expense. This dissertation tests two competing theories that may explain the effect of PAD on consumer participation intentions. The first theory, marketing exchange (Bagozzi, 1975) predicts different effects across exchange type; in particular, generalized exchange (charity) and restricted exchange (consumer products and services). The second theory, mental budgeting (Heath and Soll, 1996) predicts different effects across expense type; this study addresses recurring and non-recurring expenses. This research then extends this framework to a cause-related marketing (CRM) context. First, a pretest and one experiment test the competing theories, while considering process measures, such as sympathy and deliberation, to explain the effect of PAD on participation intentions. Results provide evidence that the relationship between PAD frame and participation intentions is moderated by exchange type. Consistent with the predictions, PAD frame improved perception of offer attractiveness and increased sympathy towards the object of the offer in a generalized exchange context (charity); the same was not supported in a restricted exchange context (consumer products). Second, a pilot test and two experiments test the effect of PAD on participation intentions in a CRM context. The studies explore the effects of sympathy, deliberation, corporate social responsibility (CSR), and attitude towards the manufacturer (ATTM) as mediating variables. Results provide support to the moderating role of donation amount on the effect of PAD on participation intentions. While PAD did not have a significant impact on participation intentions as donation amount increased, aggregate frame led to a significant increase in participation intentions. Results highlighted the mediating role of sympathy, CSR, deliberation, and ATTM between donation amount and participation intentions. Overall, this research helps companies to frame prices to improve consumers likelihood of participation. In addition, it helps companies to frame donations in CRM campaigns to improve participation. This research also identifies several variables with a potential to affect the relationships between price frame, donation amount, and participation intentions.

Negative self-conscious (SC) emotions are important to examine in the field of consumer behavior. These emotions have been identified as drivers of social behavior; each day consumers make decisions and form attitudes and thoughts based on the negative self-conscious emotions they experience. Thus, these emotions are a common occurrence in the marketplace, making them particularly relevant to examine in the consumption experience. The purpose of this dissertation is to build a framework to identify how each one of these emotions function in the consumption experience. Specifically, five objectives are addressed: 1) Introduce and identify why negative SC emotions are important in the consumption experience; 2) Differentiate guilt, embarrassment, and shame in the consumption experience; 3) Identify unique antecedents for each emotion; 4) Identify coping strategies for each emotion; and 5) Identify a set of implications for marketing managers, consumer behavior researchers, and consumer welfare advocates. Essay 1 examined all three negative SC emotions (guilt, embarrassment and shame) in consumption experiences. The objectives discussed above were achieved using qualitative data from ten in-depth interviews. Results indicated that each negative SC emotion is present in the consumption experience. In addition, antecedents and coping mechanisms were identified for each emotion. These unique antecedents and consequences allowed the researcher to distinguish the three emotions from each other, as well as identify implications relevant to marketing managers, consumer behavior researchers and consumer welfare advocates. Essay 2 and Essay 3 examined the specific role of consumer guilt in the relationship marketing paradigm. Specifically, Essay 2 considered the antecedents of consumer guilt. This was achieved by data collected from an exploratory study. The results were used to build a conceptual framework, which was then examined empirically using structural equation modeling. Findings revealed that consumer guilt arises from consumer norm violations. Essay 3 sought to indentify the consequences of consumer guilt. This was achieved through analyzing a conceptual model using structural equation modeling. Findings reveal consumer guilt impacts of the outcome variables of affective and normative commitment, word-of-mouth and patronage intentions. Theoretical and managerial implications are offered.

This dissertation investigates choice scenarios where consumer preference is a non-linear function of determinant product attributes. Chapter One reviews the extant literature, identifies a number of research questions, develops a conceptual framework, and creates a propositional inventory; a central aspect of the conceptual framework is a proposed typology consisting of a two (mechanism: attribute tradeoff or target-attribute matching) by two (attributes: single or multiple) classification scheme. Two empirical essays test the conceptual model in a single attribute context (Chapter Two) and a multi-attribute context (Chapter Three). The purpose of the dissertation is to advance our understanding of the cognitive mechanisms that are responsible for various types of preference parabolas and to identify the factors that affect these quadratic functions.

The U.S. beverage container industry is a highly competitive industry in which firms compete for market share. This study has two purposes. The first purpose of this study is to show the relationship between beverage container market share and container-specific variables, which affect beverage container demand. The second purpose of this study is to show the nature of beverage container competition in terms of the container-specific variables. To show the relationship between market share and container-specific variables, this study developed a model of the beverage container industry. This model was a multiplicative competitive interaction (MCI) attraction model. The theoretical basis of the model is the attraction of beverage container "consumers," consisting of beverage companies and end consumers, toward competing containers. The model was applied to the two principal markets of the beverage container industry: the beer market, and the soft drink market. The competitors in each market were aluminum cans, steel cans, one-way glass bottles, returnable glass bottles, and plastic bottles (soft drink market only). The explanatory variables used in each model were raw material prices, primary product prices, aluminum can recycling rate, and scrap prices. The models were estimated using ordinary least squares, applied separately to each container equation. To show the nature of beverage container competition, this study used market share elasticities. These elasticities were calculated from the parameter estimates of the beer and soft drink market models, and from average market shares. This study found that beverage container competition is different in the beer and soft drink markets. In the beer market, the market share responses of aluminum cans and glass bottles are similar. In the soft drink market, the market share responses of aluminum cans and plastic bottles are similar. Also, the market share responses of steel cans and glass bottles are similar. Of the models' variables, steel sheet prices and aluminum ingot prices have the largest impact on beer container market share. In the soft drink market, steel sheet prices and aluminum can recycling have the largest impact.

<p> Several researchers have said that the real solution to alleviating, or at least reducing, the level of poverty is not to view poor people as customers; instead it is important to integrate these people into the value chain of Multi-national Corporations (Karnani, 2007; London, 2004; SEKN, 2001). The objective of this research work is to analyze how companies with sustainability initiatives can generate better individual performance through the creation of empowerment in the LIS. First I developed a theoretical framework after conducting 47 in-depth interviews with key participants of one sustainable initiative in Mexico. I found, initially, that other variables like trust, coping strategy and risk aversion can moderate the direct and positive relationship between psychological empowerment and individual performance. Then I applied the surveys to 204 participants of this sustainability initiative. To test the hypotheses, I used PLS-SEM and analyzed the surveys in two groups (Belong, N=85) and (Belonged, N=119). In both groups, I confirmed the positive relationship between psychological empowerment and individual performance, I found also that coping strategy moderates in both conditions of this relationship; however, I cannot demonstrate that risk aversion moderates in any condition. Finally, I demonstrate that trust moderates the relationship, also. Theoretical and managerial implications as well limitations and future research avenues are discussed.</p><p> Keywords: low-income sector, empowerment, performance, trust, coping strategy, risk aversion, social entrepreneurship, inclusive <b> business,</b> base of the pyramid.</p>

<p> As technology development has made the world better, the benefits of such development are also increasingly related to sports activities. Many sports devices have been combined with Information Technology (IT). One great example is an IT-combined sport device called "Activity Tracker." It is a device that is worn on the body and records a user's body status such as calories burned, steps walked, or heart rates. With people's increasing attention to their health, it is expected that the popularity of the devices will increase. To aid in the sales of activity trackers in a competitive market, the manufacturers should be familiar with the impact of product cues such as brand, price, and design on consumers' perceived quality, which will influence their willingness to buy. </p><p> The study was quantitative; paper and pencil questionnaires were utilized. The instruments were derived from three existing studies. The study participants were Florida State University undergraduate and graduate students; 200 questionnaires were distributed to students enrolled in Lifetime Activity Program (LAP) courses and/or visiting a recreation center on campus. The final sample size was 144 participants. The data was analyzed using several statistical methods with PASW Statistics 20.0. From the descriptive statistics, the frequency counts and/or mean scores were computed for profiling the participants. The Cronbach's alpha scores, and item-to-total correlations were utilized to assess the internal consistency of the factors measured with the questionnaires. The assumptions of multiple regression, including as normality, linearity, homoscedasticity, and multicollinearity were assessed. Multiple regressions were utilized to gauge the extent to which price, brand, and design influence perceived quality. As the final step, a simple regression was utilized to measure the relationship between perceived quality and willingness to buy. </p><p> Examination of this data revealed several significant results regarding the relationships between product cues, perceived quality, and willingness to buy. While brand (t=6.779; p&lt;.05; beta=.522) and design (t=5.934; p&lt;.05; beta=.450) had a positive impact on perceived quality, price (t=-1.681; p>.05; beta=-.139) had no significant impact on perceived quality. Perceived quality (t=6.060; p&lt;.05; beta=.453) had a positive impact on willingness to buy; however, the variance (20%) accounted for in willingness to buy was low, meaning that there may be mediating variables between perceived quality and willingness to buy.</p>

<p> This dissertation explores the effects of sales managers' behaviors on sales force performance, given various situations that sales forces face. Using a structure-conduct-performance framework, the most appropriate behaviors that sales managers should engage in are determined by assessing performance relative to sales managers' conduct in the presence of varied structural factors. </p><p> Assuming that a sales manager's conduct varies based on the structural (i.e., situational) variables facing a sales force, a framework of transaction cost economics is used to identify the structural variables of transaction specific assets and uncertainty (both external and internal). As these structural conditions vary, the appropriateness of particular sales manager behaviors also changes. Sales manager conduct is considered with respect to (1) sales manager's control (behavior-based, outcome-based) of the sales force, (2) sales manager's trust in the sales force, and (3) a sales manager's adaptability to the sales force and related situations. Unique conceptualizations are provided for both control (challenging its traditional single continuum) and adaptability of the sales manager (extending beyond adaptive selling behavior). The sales force is the unit of analysis and, accordingly, performance is assessed as sales force performance. </p><p> Thirteen hypotheses are formed to predict relationships between the structure, conduct, and performance variables. Using self-assessed, sales manager data, they are empirically tested. A survey created by adapting scales from the literature assesses the structural conditions sales managers are facing, the behaviors in which they engage, and how their sales forces perform. Participating sales managers were recruited through two university sales centers and through social ties. Respondents in the sample represent large, reputable firms in several different countries. The data was analyzed using structural equation modeling (SEM) with several competing models. As comparisons are made at the sales force level, this dissertation introduces a new unit of analysis to the sales literature. </p><p> The study's hypotheses are largely confirmed. Findings indicate that sales managers' control, trust, and adaptability positively influence the sales force's performance; additionally, a moderating effect indicates that uncertainly influences the effect of control on sales force performance. Further identifying the important role of uncertainty, this dissertation is a springboard for additional analyses. This dissertation provides contributions to both theory and practice with its unique conceptualizations of conduct variables and its complex, integrative model.</p>

<p> This dissertation is on mergers and acquisitions (M&amp;A). Two studies are proposed to examine what factors impact performance and partner selection in the context of M&amp;A Event study methodology is used to capture the capital market effects of announcements of M&amp;A in both studies. Four hundred and eighty two announcements are identified from 1980 to 2011 from the SDC M&amp;A database. Other data sources include CRSP and COMPUSTAT. The Wall Street Journal and PR Newswire are used to specify the announcement dates. </p><p> Previous research examines the impact of corporate strategy on performance. Study one extends previous research by introducing the notion of alignment between corporate strategy and strategic objective. Corporate strategy is of two types &mdash; value creation (emphasis on R&amp;D) or value appropriation (emphasis on marketing). Strategic objectives are operationalized as either enhancement or diversification. The study proposes that firms whose corporate strategies are aligned with strategic objectives are better performers than those that are not aligned. Empirical findings based on capital market reactions strongly support this proposition. </p><p> Study two accesses the effect of capability alignment between acquiring and acquired firms. Capability alignment between strategic partners is operationalized along marketing and R&amp;D Empirical results show that the capital market favors acquiring firms that have strong R&amp;D capability. Although technological innovation is a motivating factor in a firm's acquisition, capital market actually favors acquiring firms that have weak R&amp;D capability but strong marketing capability and acquired firms that have weak R&amp;D but strong marketing capability for their enhancement objective.</p>

<p> Increased competitive pressure for speed and innovation, global commoditization, and competition for talented workers has provided firms with greater incentives to assess and improve their human resource strategies with respect to attracting, motivating, and retaining employees. Consequently, many firms want to be perceived by employees as a great firm to work for. However, becoming perceived by employees as a great firm to work for requires a significant resource commitment. If firms are going to make this resource commitment, a relationship between being perceived by employees as a great firm to work for and firm performance should be clearly established. Extant academic studies about being a great firm to work for are generally approached from the managerial perspective. Studies that investigate being a great firm to work for from the employee perspective are more scarce. In order to develop a better understanding of the potential performance benefits of being perceived by employees as a great firm to work for, this study compares the performance of great firms to work for (as determined by employees) to their respective industry averages. Further, potential contextual factors that affect the strength of the relationship between being perceived by employees as a great firm to work for and firm performance are examined in order to identify the situations where devoting resources to being perceived by employees as a great firm to work for is more beneficial. Results support the existence of a relationship between being perceived by employees as a great firm to work for and several firm performance outcomes. In addition, some support for the moderating roles of contextual factors is found.</p>

<p> Loyalty programs (LPs) have become a mainstay marketing tool for many industries worldwide, with memberships often numbering in the millions. Program rewards are offered as incentives to build member loyalty, and theoretically these rewards have a perceived benefit value that generate feelings and attitudes such as satisfaction, trust, commitment and gratitude that can be antecedents of loyalty.</p><p> The question of whether loyalty programs actually generate loyalty, however, is still being debated by researchers due to conflicting data (Hallberg, 2004; Meyer-Waarden, 2006; Uncles, et al., 2003). Research indicates that focusing on premium customers may be the key to a successful loyalty program (Long &amp; Schiffman, 2000; Yi &amp; Jeon, 2003), but there is a lack of LP research that focuses on this top tier of customers.</p><p> This research tested hypotheses derived from existing theories to examine the relationships between program rewards and loyalty for premium customers. This included testing hypotheses about the key antecedents of loyalty&mdash;satisfaction, trust, commitment and gratitude&mdash;to determine their role in driving the performance outcome.</p><p> The gaming industry was used for a sample of 1,097 premium customers in a loyalty program. The online survey had a 43% response rate. There were seven Likert-type scales with alphas ranging from .84-.93.</p><p> Rewards were categorized as being prestige, tiered or core. The loyalty construct was operationalized as being attitudinal or behavioral.</p><p> Multiple regression was used for hypotheses testing. Key findings were that premium customers value all three of the reward categories highly. The only statistically significant difference was that prestige rewards generate higher attitudinal and behavioral loyalty than core rewards. No significant differences were observed from the control variables of age and gender.</p><p> Findings from this study indicate that companies with loyalty programs cannot afford to risk losing customer loyalty by eliminating any type of reward. However, there is also evidence that soft-cost prestige rewards could effectively replace some hard-cost tangible rewards without reducing overall program value. </p>