JTAER, Vol. 19, Pages 725-742: How Social Presence Influences Consumer Well-Being in Live Video Commerce: The Mediating Role of Shopping Enjoyment and the Moderating Role of Familiarity
JTAER, Vol. 19, Pages 725-742: How Social Presence Influences Consumer Well-Being in Live Video Commerce: The Mediating Role of Shopping Enjoyment and the Moderating Role of Familiarity
Journal of Theoretical and Applied Electronic Commerce Research doi: 10.3390/jtaer19020039
Authors: Zhen Huang Xue Yan Jia Deng
In recent years, with the rapid development of live-streaming commerce, the social dynamics and psychological impact of such online activities merit further discussion. In this study, we investigate the sensory experiences of viewers watching live streaming and examine how these online experiences influence consumer well-being. We developed a conceptual model to understand this mechanism based on the relationship between social presence, shopping enjoyment, familiarity, and consumer well-being. The results of 410 samples indicate that (1) social presence in live-streaming commerce has a significant positive effect on consumer well-being; (2) shopping enjoyment plays a mediating role in the process of social presence predicting consumer well-being; and (3) familiarity plays a moderating role in the second half of the indirect effect of social presence on well-being. This study examines the relationship between social presence and consumer well-being in the context of live-streaming marketing, expanding the research scenario of consumer well-being and clarifying the psychological mechanisms and boundary conditions of the effect of social presence on consumers well-being, which has important implications for online interactive marketing enterprises to enhance social presence and promote consumers long-term well-being.
Organic food production among Chinese urban botanists
Oyo Hotel’s Expansion Spree: Too Much, Too Fast?
Asian Journal of Management Cases, Ahead of Print.
Established in 2013, Oyo Hotels & Rooms, an Internet startup in the Indian hospitality sector, experienced an astonishing journey, culminating in a valuation of USD 5 billion by the end of 2018. The remarkable success of Oyo left many observers astounded. This meteoric rise was attributed to Oyo’s innovative business model, strategically targeting the fragmented budget segment of hotels beset by inefficiency. Oyo addressed these challenges by providing access to hotel rooms in prime locations, ensuring standardized services and offering affordability to customers.Over the years, Oyo gradually diverged from its core business as a mere aggregator of hotel rooms. It ventured into leasing hotels in the mid and premium segments, tapped into the Indian wedding segment, acquired companies and expanded its footprint into numerous foreign markets. This case aims to scrutinize whether this accelerated growth strategy could compromise the fundamental service promise of standardization. Additionally, it investigates whether the financially robust company, particularly after securing a USD 1 billion investment in September 2018, risks losing touch with reality as it becomes entangled in various controversies.
Established in 2013, Oyo Hotels & Rooms, an Internet startup in the Indian hospitality sector, experienced an astonishing journey, culminating in a valuation of USD 5 billion by the end of 2018. The remarkable success of Oyo left many observers astounded. This meteoric rise was attributed to Oyo’s innovative business model, strategically targeting the fragmented budget segment of hotels beset by inefficiency. Oyo addressed these challenges by providing access to hotel rooms in prime locations, ensuring standardized services and offering affordability to customers.Over the years, Oyo gradually diverged from its core business as a mere aggregator of hotel rooms. It ventured into leasing hotels in the mid and premium segments, tapped into the Indian wedding segment, acquired companies and expanded its footprint into numerous foreign markets. This case aims to scrutinize whether this accelerated growth strategy could compromise the fundamental service promise of standardization. Additionally, it investigates whether the financially robust company, particularly after securing a USD 1 billion investment in September 2018, risks losing touch with reality as it becomes entangled in various controversies.
The Knight in Shining Armour: JSW Steel Ltd’s Acquisition of Bhushan Power and Steel Ltd
Asian Journal of Management Cases, Ahead of Print.
This case revolves around the acquisition of Bhushan Power and Steel Ltd (BPSL) by JSW Steel Ltd BPSL faced severe financial difficulties, prompting its lenders, including prominent Indian banks, to initiate insolvency proceedings under Section 7 of the Insolvency and Bankruptcy Code in 2019. JSW Steel Ltd entered the competition to acquire BPSL’s assets and secured the bid. However, complications arose as the Enforcement Directorate and BPSL’s promoters raised objections, leading to delays in the insolvency process.The case spotlights a significant Indian corporate reform represented by the Insolvency and Bankruptcy Code and the establishment of the National Company Law Appellate Tribunal (NCLAT). This reform proved essential as it provided an alternative to distressed companies, which previously had no choice but to cease operations, adversely affecting both employees and lenders. The NCLAT has since introduced a win-win solution for most stakeholders.Furthermore, the case delves into the crucial characteristics of the steel industry, an indispensable product utilized across various global industries, and how these features significantly impact strategic decision-making. It underscores the strategic value of JSW Steel Ltd’s acquisition of a struggling company. In summary, it offers a comprehensive perspective on the insolvency process, the roles of the NCLAT and Enforcement Directorate, and the value generated through the acquisition.
This case revolves around the acquisition of Bhushan Power and Steel Ltd (BPSL) by JSW Steel Ltd BPSL faced severe financial difficulties, prompting its lenders, including prominent Indian banks, to initiate insolvency proceedings under Section 7 of the Insolvency and Bankruptcy Code in 2019. JSW Steel Ltd entered the competition to acquire BPSL’s assets and secured the bid. However, complications arose as the Enforcement Directorate and BPSL’s promoters raised objections, leading to delays in the insolvency process.The case spotlights a significant Indian corporate reform represented by the Insolvency and Bankruptcy Code and the establishment of the National Company Law Appellate Tribunal (NCLAT). This reform proved essential as it provided an alternative to distressed companies, which previously had no choice but to cease operations, adversely affecting both employees and lenders. The NCLAT has since introduced a win-win solution for most stakeholders.Furthermore, the case delves into the crucial characteristics of the steel industry, an indispensable product utilized across various global industries, and how these features significantly impact strategic decision-making. It underscores the strategic value of JSW Steel Ltd’s acquisition of a struggling company. In summary, it offers a comprehensive perspective on the insolvency process, the roles of the NCLAT and Enforcement Directorate, and the value generated through the acquisition.
JTAER, Vol. 19, Pages 705-724: How Social Presence Influences Engagement in Short Video-Embedded Advertisements: The Serial Mediation Effect of Flow Experience and Advertising Avoidance
JTAER, Vol. 19, Pages 705-724: How Social Presence Influences Engagement in Short Video-Embedded Advertisements: The Serial Mediation Effect of Flow Experience and Advertising Avoidance
Journal of Theoretical and Applied Electronic Commerce Research doi: 10.3390/jtaer19020038
Authors: Can Zheng Shuai Ling Dongmin Cho Yonggu Kim
Short video platforms have problems with increased competition and low advertising conversion rates. Although social presence is closely related to consumer engagement, research regarding the impact of social presence on consumer engagement in short video-embedded advertisements is sparse. We developed a theoretical model, namely a social presence–flow experience–advertising avoidance–advertising engagement model, and explored the mechanism underlying advertising engagement from a psychological and behavioral perspective. The analysis of 563 short video users revealed that the model exhibited excellent explanatory power for advertising engagement (R2 = 41.3%). Social presence can increase consumers’ advertising engagement by enhancing flow experience and reducing advertising avoidance. Meanwhile, the flow experience, by diminishing advertising avoidance, generates a serial mediation effect between social presence and advertising engagement. This study emphasizes social presence’s applicability and influence mechanism in short video-embedded advertisements, a unidirectional information delivery. It provides new theoretical perspectives and practical advice for relevant practitioners.
Unveiling Digital Manipulation and Persuasion in e-Commerce: A Systematic Literature Review of Dark Patterns and Digital Nudging
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Theoretical foundations of voluntary tax compliance: evidence from a developing country
Gen Z Customer Loyalty in Online Shopping: An Integrated Model of Trust, Website Design, and Security
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Transforming the Performance Management System at Sapient
Asian Journal of Management Cases, Ahead of Print.
In 2013, Alan Herrick, the CEO of Sapient, raised concerns with his HR leadership regarding the effectiveness of the existing performance management system (PMS). He tasked Kameshwari Rao, Vice President of People Strategy at Sapient India, with evaluating the current performance appraisal system, which relied on bell curving and forced ranking. Leading a core team, Rao explored alternative systems to replace the current one, eliminating the use of the bell curve.The team’s findings led to the proposal of a new approach named ‘enabling your potential’ (EYP), focusing on regular conversations throughout the year rather than a singular year-end effort for gathering and disseminating performance information. The EYP approach emphasized coaching and feedback. The case outlines the dilemma faced by Rao when confronted with feedback from various organizational stakeholders regarding the proposed EYP PMS. Rao must decide whether to persist with the bell curve system or adopt the proposed EYP approach.
In 2013, Alan Herrick, the CEO of Sapient, raised concerns with his HR leadership regarding the effectiveness of the existing performance management system (PMS). He tasked Kameshwari Rao, Vice President of People Strategy at Sapient India, with evaluating the current performance appraisal system, which relied on bell curving and forced ranking. Leading a core team, Rao explored alternative systems to replace the current one, eliminating the use of the bell curve.The team’s findings led to the proposal of a new approach named ‘enabling your potential’ (EYP), focusing on regular conversations throughout the year rather than a singular year-end effort for gathering and disseminating performance information. The EYP approach emphasized coaching and feedback. The case outlines the dilemma faced by Rao when confronted with feedback from various organizational stakeholders regarding the proposed EYP PMS. Rao must decide whether to persist with the bell curve system or adopt the proposed EYP approach.