Consumers often pay different prices for the same product, and prices commonly vary across stores and time. Theories of fairness suggest that such price discrepancies will be deemed unfair, yet consumers’ perceptions of unfairness in such situations vary greatly (Haws and Bearden 2006). This dissertation aims to enrich our understanding of this issue by examining the role of threat in shaping consumers’ perceptions of unfairness. Specifically, integrating the extant literature on unfairness, affect and identity, it argues that an important basis for consumers’ perceptions of unfairness is the degree to which price differentials convey threatening information about important aspects of the consumers’ self-concept. In fact, it suggests that price differentials can convey threatening information about two distinct aspects of consumers’ identity – their perceived relational value and their personal identity - and identifies conditions under which such information is likely conveyed. Here, relational value refers to assessments of social worth and personal identity refers to the aspect of the self concerned with the achievement of individualized goals such as competence, mastery and conscience (Skitka 2003). The logic underlying this central argument is that self-threatening price differentials trigger more intense negative affect, which is subsequently used by consumers to inform their fairness judgments. The current work also examines whether price differentials that convey self-affirming information are likely to be deemed less unfair because of the positive feelings they inspire. Taken as a whole, this dissertation highlights the central role of threat in shaping consumers’ price fairness judgments. In doing so, it contributes to the fairness literature, both in marketing and more broadly, by offering an organizing framework for understanding the basis of consumers’ price fairness judgments. / Thesis (Ph.D, Management) -- Queen's University, 2012-09-07 08:20:05.227

Purpose  The purpose of this study is to extend current literature on the concept of value capture for AI start-ups, focusing on the challenges they face and how to maximize value capture. By investigating relational and economical value capture dimensions, this study aims to identify opportunities for start-ups to extract value from their AI digital solutions. The study further aims to contribute valuable insights to the literature, by building on the link between digital revenue models and value capture.  Method  To fulfill the stated purpose, this study has adopted a qualitative, abductive single case study approach with a focus on an AI start-up in the wind energy industry. The analysis was based on 20 semi-structured interviews which were conducted with different companies active in the wind energy industry. All data was analyzed through a 5-step thematic analysis process.  Findings  Two main challenges a start-up may face were identified which were “Difficulties getting access to partnering companies” and “Difficulties selling as a start-up”. Additionally, it was found that relational value capture can be maximized using pilot studies, which is possible by building trust and close relationships. Regarding economical value capture, this study showcases the importance of adapting the choice of revenue model to the customer where the perceived risk of the investment, in the customers’ point of view, plays a big role.  Theoretical contributions  Previous literature has mainly established a connection between the concept of value capture and revenue models. However, this study further bridges the two, and more in depth displays how revenue models could affect the captured value regarding AI start-ups. Additionally, this study further elaborates on the literature regarding relational value capture, showcasing how it can differ for a start-up and the challenges that arise when AI is involved.  Practical contributions  This study contributes with concrete examples of what challenges a start-up needs to consider when trying to capture value from their product. Additionally, the study contributes with a practical understanding on how a start-up can maximize value capture, by showcasing important factors to consider, both when it comes to relational and economical value capturing. Moreover, a decision tree has been formed, which can support AI start-ups when choosing a suitable revenue model.  Limitations and future research  Firstly, the study's findings may not be applicable to other industries, highlighting the need for multi-industry case studies for generalization and cross-industry comparisons. Secondly, more in-depth research is needed to explore the specific steps and strategies for building relationships, especially in the context of start-ups. Thirdly, this study primarily focuses on the revenue model aspect of value capture, overlooking the concept of value proposition which limits the depth of the findings and contributions and would be of interest to further investigate. / Syfte Syftet med studien är att berika litteraturen kring begreppet värde-fångande för AI start-ups, genom att fokusera på utmaningarna de står inför, samt hur de kan maximera värde-fångande. Genom att undersöka relationella och ekonomiska dimensioner av värde-fångande strävar denna studie efter att identifiera möjligheter för start-ups att utvinna värde från sina AI-baserade digitala lösningar. Studien syftar också till att bidra med värdefulla insikter till litteraturen genom att bygga på sambandet mellan digitala intäktsmodeller och värde-fångande.    Metod För att uppfylla det angivna syftet, har studien antagit en kvalitativ, abduktiv enskild fallstudieansats med fokus på en AI start-up inom vindkraftsbranschen. Analysen baserades på 20 semistrukturerade intervjuer som genomfördes med olika företag verksamma inom vindkraftsbranschen. All data analyserades genom en 5-stegs tematisk analysprocess.  Resultat Studien identifierade två huvudsakliga utmaningar som en start-up kan ställas inför, vilka var “Svårigheter att få tillgång till företag att samarbeta med” och “Svårigheter att sälja som en start-up”. Dessutom visade det sig att relationellt värde-fångande kan maximeras genom att använda pilotstudier, vilket möjliggörs genom att bygga tillit och nära relationer. När det gäller ekonomiskt värde-fångande visar denna studie vikten av att anpassa valet av intäktsmodell till kunden, där den upplevda risken för investeringen, sett ur kundens perspektiv, spelar stor roll.  Teoretiska bidrag Tidigare litteratur har främst etablerat en koppling mellan begreppet värde-fångande och intäktsmodeller. Denna studie går ett steg längre och visar mer ingående hur intäktsmodeller kan påverka det fångade värdet för AI start-ups. Dessutom utvecklar denna studie den befintliga litteraturen ytterligare kring relationellt värde-fångande och visar hur det kan skilja sig för en start-up och de utmaningar som uppstår då AI är inblandat. Praktiska bidrag Denna studie bidrar med konkreta exempel på vilka utmaningar en start-up behöver ta hänsyn till när de försöker fånga värde från sin produkt. Dessutom bidrar studien med en praktisk förståelse för hur en start-up kan maximera värde-fångande genom att visa på viktiga faktorer att beakta både när det gäller relationella och ekonomiska dimensioner. Utöver detta har ett beslutsträd utformats, med syfte att stödja start-ups vid val av lämplig intäktsmodell.  Begränsningar och framtida forskning För det första är denna studie begränsad till en specifik bransch, vilket understryker behovet av studier i fler branscher för en ökad generaliserbarhet och jämförelse. För det andra behövs mer ingående forskning för att utforska de specifika stegen och strategierna som krävs för att bygga relationer, särskilt när det gäller start-ups. För det tredje fokuserar denna studie primärt på intäktsmodell aspekten av värde-fångande och bortser från konceptet värdeerbjudande. Detta begränsar djupet i resultatet och skulle därför vara intressant för framtida forskare att undersöka.

愈來愈多的公司試圖與顧客共創以擁抱社群媒體所觸發的顧客權力，但大多數的公司仍然沒有實現共創所產生的利益。為了解決此問題，本研究運用社會交換理論與資源基礎觀點，定義在社群媒體環境下所需具備的共創能力，其可以反映在四個能力面向上，包含顧客連結能力、顧客回應能力、顧客賦權能力、顧客價值管理能力，並檢視其前因、後果。本研究探討來自公司端的社群媒體基礎架構和顧客中心的資源，以及來自顧客端的顧客權力是否會影響社群媒體共創能力的發展，而最終是否能為公司創造關係價值。本研究透過網路調查的方式向公司粉絲專頁的經營者與顧客蒐集資料，以及從資料庫中獲得公司粉絲專頁的經營數據。本研究分別使用偏最小平方法和階層線性模式技術驗證單一和跨層級的研究假設。本研究的研究結果指出來自公司端的社群媒體基礎架構和來自顧客端的顧客強制權、顧客專家權會正向影響社群媒體共創能力的發展，而最終可以創造更多的顧客忠誠度和顧客投入。本研究的研究結果也指出社群媒體共創能力會完全中介社群媒體基礎架構和顧客忠誠度之間的關係。本研究幫助管理者瞭解，當他們試圖使用社群媒體與顧客互動時，他們可以朝哪些共創能力的面向努力，以及瞭解什麼樣的資源可以幫助共創能力的發展，進而使公司和顧客互蒙其利。 / A growing number of firms seek to embrace social media-enabled customer power by co-creating with their customers. However, most firms have failed to realize the benefits of co-creation. To address this issue, this research draws on social exchange theory and the resource-based view to identify the co-creation capability in the context of social media as a composite of customer linking capability, customer response capability, customer empowerment capability, and customer value management capability and to investigate its antecedents and consequences. This research identifies the social media infrastructure and customer centricity as sources from the firm side and social media-enabled customer power as a source from the customer side that may influence the development of social media-enabled co-creation capability and identifies relational value for firms that could result from this capability. The research framework is tested with data from multiple sources, comprising firms’ managers and their customers on Facebook fan pages via a Web-based survey as well as the Social Insight database, which tracks firms’ reports of operations of Facebook fan pages. This research uses partial least squares (PLS) and hierarchical linear modeling (HLM) to test the single-level and cross-level hypotheses. The research results reveal that the social media infrastructure, customer coercive power, and customer expert power are positively related to the development of social media-enabled co-creation capability, which in turn leads to greater customer loyalty and customer engagement. The results also reveal that the impact of the social media infrastructure on customer loyalty is fully mediated by the social media-enabled co-creation capability. The findings provide guidelines for managers to better understand what capability dimensions should be developed within their own firms and appropriate resources for investment to facilitate the development of social media-enabled co-creation capability. This research suggests that when firms develop a higher level of social media-enabled co-creation capability, both firms and customers can benefit.