Pub Date : 2024-12-01DOI: 10.1016/j.jretai.2024.09.005
Yongheng Liang , Yunlu Yin , Qian Xu
Why are consumers reluctant to purchase near-expired products despite the commonly tempting price deals associated with them? Whereas prior literature attributes this phenomenon to various product-related factors (e.g., freshness or quality concerns), we propose that it may also partially stem from consumers’ concern of being stereotyped as stingy; that is, people tend to stereotype the purchasers of near-expired products as stingy, which may in turn motivate consumers to resist these products to maintain their social evaluation. Seven studies—including an IAT (Implicit Association Test) experiment, a field experiment, lab and online experiments—offer converging evidence for the proposed effect. The authors also validate the proposed underlying process by showing that the effect is magnified when price discounts are applied to near-expired products and attenuates when purchases are made privately or when purchasers are imbued with socially desirable characteristics such as being proenvironmental and smart consumers. The authors conclude by highlighting insights for emerging ESG (Environmental, Social, and Governance) marketing and retailing practices.
{"title":"Decoding consumer resistance to near-expired products: The role of social stereotyping","authors":"Yongheng Liang , Yunlu Yin , Qian Xu","doi":"10.1016/j.jretai.2024.09.005","DOIUrl":"10.1016/j.jretai.2024.09.005","url":null,"abstract":"<div><div>Why are consumers reluctant to purchase near-expired products despite the commonly tempting price deals associated with them? Whereas prior literature attributes this phenomenon to various product-related factors (e.g., freshness or quality concerns), we propose that it may also partially stem from consumers’ concern of being stereotyped as stingy; that is, people tend to stereotype the purchasers of near-expired products as stingy, which may in turn motivate consumers to resist these products to maintain their social evaluation. Seven studies—including an IAT (Implicit Association Test) experiment, a field experiment, lab and online experiments—offer converging evidence for the proposed effect. The authors also validate the proposed underlying process by showing that the effect is magnified when price discounts are applied to near-expired products and attenuates when purchases are made privately or when purchasers are imbued with socially desirable characteristics such as being proenvironmental and smart consumers. The authors conclude by highlighting insights for emerging ESG (Environmental, Social, and Governance) marketing and retailing practices.</div></div>","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 4","pages":"Pages 618-634"},"PeriodicalIF":8.0,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143181157","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/S0022-4359(24)00084-8
{"title":"FM ii: Copyright/ ID Statement","authors":"","doi":"10.1016/S0022-4359(24)00084-8","DOIUrl":"10.1016/S0022-4359(24)00084-8","url":null,"abstract":"","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 4","pages":"Page ii"},"PeriodicalIF":8.0,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143181155","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.jretai.2024.09.004
Ashish Kumar , Jari Salo , Ram Bezawada
Recent innovations in financial technology (FinTech) have introduced short-term financing options for customer loans, allowing customers to make purchases and pay for them in future installments without incurring interest, a model commonly referred to as Buy Now, Pay Later (BNPL). Despite the increasing provision of BNPL by online retailers, there remains a limited understanding of its effects on customers’ online purchase behavior. To address this gap, we utilize a synthetic difference-in-differences research design to estimate the impact of customers’ BNPL adoption on their online purchase behavior, specifically measured by order size. Our empirical results indicate that customers who adopt BNPL provided by a focal retailer have a higher order size than those who use traditional payment services. Our empirical estimates indicate an increase of 6.42% in online spending by customers adopting BNPL. Additionally, we examine the moderating effects of various customer segments - including loyalty, category experience, and promotion sensitivity - as well as demographic factors such as age, income, household size, and product characteristics, particularly low-ticket items. The impact of BNPL adoption is found to be amplified among customers with high levels of category experience and promotion sensitivity. Conversely, the effect is attenuated among older and higher-income customers, indicating that younger and low-income customers are the primary drivers of this effect. Moreover, our analysis demonstrates that purchases of low-ticket items predominantly drive the observed effect. This study provides strategic insights for online retailers concerning the implementation and targeting of BNPL as an effective online payment option.
{"title":"The effects of buy now, pay later (BNPL) on customers’ online purchase behavior","authors":"Ashish Kumar , Jari Salo , Ram Bezawada","doi":"10.1016/j.jretai.2024.09.004","DOIUrl":"10.1016/j.jretai.2024.09.004","url":null,"abstract":"<div><div>Recent innovations in financial technology (FinTech) have introduced short-term financing options for customer loans, allowing customers to make purchases and pay for them in future installments without incurring interest, a model commonly referred to as Buy Now, Pay Later (BNPL). Despite the increasing provision of BNPL by online retailers, there remains a limited understanding of its effects on customers’ online purchase behavior. To address this gap, we utilize a synthetic difference-in-differences research design to estimate the impact of customers’ BNPL adoption on their online purchase behavior, specifically measured by order size. Our empirical results indicate that customers who adopt BNPL provided by a focal retailer have a higher order size than those who use traditional payment services. Our empirical estimates indicate an increase of 6.42% in online spending by customers adopting BNPL. Additionally, we examine the moderating effects of various customer segments - including loyalty, category experience, and promotion sensitivity - as well as demographic factors such as age, income, household size, and product characteristics, particularly low-ticket items. The impact of BNPL adoption is found to be amplified among customers with high levels of category experience and promotion sensitivity. Conversely, the effect is attenuated among older and higher-income customers, indicating that younger and low-income customers are the primary drivers of this effect. Moreover, our analysis demonstrates that purchases of low-ticket items predominantly drive the observed effect. This study provides strategic insights for online retailers concerning the implementation and targeting of BNPL as an effective online payment option.</div></div>","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 4","pages":"Pages 602-617"},"PeriodicalIF":8.0,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143181156","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.jretai.2024.09.002
Katie Kelting , Stefanie Robinson , Stacy Wood
Many retailers feel the pressure to provide increasingly speedy delivery, but the realities of speedy delivery logistics are costly, complicated, and uncertain. In response, retailers have been using discounts to nudge consumers’ voluntary choice of a slower delivery option, but with tepid results. The current research argues that a better incentive exists. Data from six studies demonstrate that changing from a discount (the retailer giving the consumer a $1 reward/coupon) to a donation (the retailer donating $1 to a charity) incentive significantly increases the voluntary choice of delayed delivery. Importantly, the data shows that exchange equity drives this effect. However, two boundary conditions are identified: 1) the retailer communicating a reason for the delayed delivery and 2) the type of product being purchased by the consumer. In sum, the current research provides actionable insights for retailers that offer a delayed delivery option to consumers during checkout and speaks to the current debate about consumers’ desire for speedy delivery.
{"title":"Not-so-speedy delivery: Should retailers use discounts or donations to incentivize consumers to choose delayed delivery?","authors":"Katie Kelting , Stefanie Robinson , Stacy Wood","doi":"10.1016/j.jretai.2024.09.002","DOIUrl":"10.1016/j.jretai.2024.09.002","url":null,"abstract":"<div><div>Many retailers feel the pressure to provide increasingly speedy delivery, but the realities of speedy delivery logistics are costly, complicated, and uncertain. In response, retailers have been using discounts to nudge consumers’ voluntary choice of a slower delivery option, but with tepid results. The current research argues that a better incentive exists. Data from six studies demonstrate that changing from a discount (the retailer giving the consumer a $1 reward/coupon) to a donation (the retailer donating $1 to a charity) incentive significantly increases the voluntary choice of delayed delivery. Importantly, the data shows that exchange equity drives this effect. However, two boundary conditions are identified: 1) the retailer communicating a reason for the delayed delivery and 2) the type of product being purchased by the consumer. In sum, the current research provides actionable insights for retailers that offer a delayed delivery option to consumers during checkout and speaks to the current debate about consumers’ desire for speedy delivery.</div></div>","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 4","pages":"Pages 565-582"},"PeriodicalIF":8.0,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143181150","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.jretai.2024.08.001
Veronica L. Thomas , Dora E. Bock , Stephanie M. Mangus , Setare Mohammadi
First impressions matter. Just as salespeople assess potential customers, consumers make judgments about salespeople, using cues from a salesperson's appearance and behavior to shape their expectations. In this research, we propose that a salesperson's personal display of luxury-branded products (e.g., wearing a Burberry scarf or driving a BMW) in a non-luxury retail setting is an unexplored but consequential cue that negatively frames consumers’ expectations of a pending negotiation. Across four studies, we demonstrate that, in business-to-consumer contexts, when a salesperson displays luxury-branded products, consumers reduce their expectations of receiving a favorable deal compared to when no luxury brands are displayed. Such expectations are problematic as they deter consumers from approaching salespeople, which can lead to lost sales for firms. Further, we find that the negative effect of luxury-branded products on deal expectations is sequentially mediated by consumers’ perceptions of salesperson materialism and moral character. Finally, we demonstrate that cues signaling the salesperson's customer orientation fail to negate the damaging effects of luxury-brand displays and may backfire depending on the signaler. As such, this research provides takeaways for salespeople who sell non-luxury products and offers important contributions to theory.
{"title":"Wearing your success on your sleeve: How salesperson luxury brand consumption affects consumers’ perceptions","authors":"Veronica L. Thomas , Dora E. Bock , Stephanie M. Mangus , Setare Mohammadi","doi":"10.1016/j.jretai.2024.08.001","DOIUrl":"10.1016/j.jretai.2024.08.001","url":null,"abstract":"<div><div>First impressions matter. Just as salespeople assess potential customers, consumers make judgments about salespeople, using cues from a salesperson's appearance and behavior to shape their expectations. In this research, we propose that a salesperson's personal display of luxury-branded products (e.g., wearing a Burberry scarf or driving a BMW) in a non-luxury retail setting is an unexplored but consequential cue that negatively frames consumers’ expectations of a pending negotiation. Across four studies, we demonstrate that, in business-to-consumer contexts, when a salesperson displays luxury-branded products, consumers reduce their expectations of receiving a favorable deal compared to when no luxury brands are displayed. Such expectations are problematic as they deter consumers from approaching salespeople, which can lead to lost sales for firms. Further, we find that the negative effect of luxury-branded products on deal expectations is sequentially mediated by consumers’ perceptions of salesperson materialism and moral character. Finally, we demonstrate that cues signaling the salesperson's customer orientation fail to negate the damaging effects of luxury-brand displays and may backfire depending on the signaler. As such, this research provides takeaways for salespeople who sell non-luxury products and offers important contributions to theory.</div></div>","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 4","pages":"Pages 532-548"},"PeriodicalIF":8.0,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143181152","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-12-01DOI: 10.1016/j.jretai.2024.11.003
Kimberly A. Whitler
{"title":"Navigating corporate activism in an era of uncertainty—A call for research","authors":"Kimberly A. Whitler","doi":"10.1016/j.jretai.2024.11.003","DOIUrl":"10.1016/j.jretai.2024.11.003","url":null,"abstract":"","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 4","pages":"Pages 507-511"},"PeriodicalIF":8.0,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143181154","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-28DOI: 10.1016/j.jretai.2024.11.001
Wenjun Emma Guo , Beibei Dong , Robert W. Palmatier
Surprise marketing is a deliberate strategy involving the introduction of unexpected and/or uncertain elements (e.g., unexpected coupons, mystery box) into the customer shopping journey to evoke strong positive emotions. Despite its widespread use, academic research lacks a comprehensive understanding of its intricacies. This study addresses this gap by delving into four crucial dimensions—what, how, why, and when—to provide a more profound comprehension of surprise marketing, define the concept, and delineate its fundamental characteristics. Building on both theoretical literature and real-world business examples, the authors identify curiosity and attribution as mechanisms that initiate four mediating paths: excitement, anxiety, gratitude, and skepticism. These paths underscore the tensions underlying surprise marketing that also shape marketing outcomes across shopping stages and lead to both favorable and adverse effects. Reflecting these inherent dynamics, this study introduces five managerial moderators—surprise stimulus type, surprise stimulus value, surprise complexity, customer loyalty type, and distribution channel—that can either amplify or reduce the dynamic effects of surprise marketing. These boundaries of its influence reveal managerial pathways to achieve favorable outcomes. This article concludes with managerial implications and research directions to advance pioneering trends in surprise marketing practices.
{"title":"Understanding surprise: Toward a theory of surprise marketing","authors":"Wenjun Emma Guo , Beibei Dong , Robert W. Palmatier","doi":"10.1016/j.jretai.2024.11.001","DOIUrl":"10.1016/j.jretai.2024.11.001","url":null,"abstract":"<div><div>Surprise marketing is a deliberate strategy involving the introduction of unexpected and/or uncertain elements (e.g., unexpected coupons, mystery box) into the customer shopping journey to evoke strong positive emotions. Despite its widespread use, academic research lacks a comprehensive understanding of its intricacies. This study addresses this gap by delving into four crucial dimensions—what, how, why, and when—to provide a more profound comprehension of surprise marketing, define the concept, and delineate its fundamental characteristics. Building on both theoretical literature and real-world business examples, the authors identify curiosity and attribution as mechanisms that initiate four mediating paths: excitement, anxiety, gratitude, and skepticism. These paths underscore the tensions underlying surprise marketing that also shape marketing outcomes across shopping stages and lead to both favorable and adverse effects. Reflecting these inherent dynamics, this study introduces five managerial moderators—surprise stimulus type, surprise stimulus value, surprise complexity, customer loyalty type, and distribution channel—that can either amplify or reduce the dynamic effects of surprise marketing. These boundaries of its influence reveal managerial pathways to achieve favorable outcomes. This article concludes with managerial implications and research directions to advance pioneering trends in surprise marketing practices.</div></div>","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"101 1","pages":"Pages 7-24"},"PeriodicalIF":8.0,"publicationDate":"2024-11-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143644834","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-01DOI: 10.1016/S0022-4359(24)00057-5
{"title":"FM ii: Copyright/ ID Statement","authors":"","doi":"10.1016/S0022-4359(24)00057-5","DOIUrl":"10.1016/S0022-4359(24)00057-5","url":null,"abstract":"","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 3","pages":"Page ii"},"PeriodicalIF":8.0,"publicationDate":"2024-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0022435924000575/pdfft?md5=70b5d34262e8d6917e0787e84c79b5b7&pid=1-s2.0-S0022435924000575-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142161207","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-01DOI: 10.1016/j.jretai.2024.06.004
Nawar N. Chaker , Johannes Habel , Nathaniel N. Hartmann , Felix Johannsen , Heinrich Rusche
Introversion is commonly assumed to be disadvantageous for salespeople. This research challenges that assumption, identifying when introversion may be advantageous. We propose that when salespeople have closer relationships with other sales team members, the association between introversion and salesperson performance becomes more positive. We argue that this is because introverts in strategic network positions receive higher-quality advice and are better at listening. We further suggest that this interaction effect is strengthened when information quantity is higher, which is the case in larger teams. Network analyses of more than 260 salespeople in a direct selling context and a brick-and-mortar store context support our central assertion that introversion can be advantageous, given certain conditions. Altogether, our work extends the literature by underscoring the importance of the interplay between introversion, social networks, and network characteristics to job-related outcomes. For sales and retailing practice, our study highlights unique advantages introverted salespeople have, which have meaningful implications for firms’ hiring and personnel development practices.
{"title":"Quiet sellers: When introversion drives salesperson performance","authors":"Nawar N. Chaker , Johannes Habel , Nathaniel N. Hartmann , Felix Johannsen , Heinrich Rusche","doi":"10.1016/j.jretai.2024.06.004","DOIUrl":"10.1016/j.jretai.2024.06.004","url":null,"abstract":"<div><p>Introversion is commonly assumed to be disadvantageous for salespeople. This research challenges that assumption, identifying when introversion may be advantageous. We propose that when salespeople have closer relationships with other sales team members, the association between introversion and salesperson performance becomes more positive. We argue that this is because introverts in strategic network positions receive higher-quality advice and are better at listening. We further suggest that this interaction effect is strengthened when information quantity is higher, which is the case in larger teams. Network analyses of more than 260 salespeople in a direct selling context and a brick-and-mortar store context support our central assertion that introversion can be advantageous, given certain conditions. Altogether, our work extends the literature by underscoring the importance of the interplay between introversion, social networks, and network characteristics to job-related outcomes. For sales and retailing practice, our study highlights unique advantages introverted salespeople have, which have meaningful implications for firms’ hiring and personnel development practices.</p></div>","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 3","pages":"Pages 456-474"},"PeriodicalIF":8.0,"publicationDate":"2024-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S002243592400037X/pdfft?md5=e96722cd7049e658d2096f705ee01ed4&pid=1-s2.0-S002243592400037X-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141689809","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-01DOI: 10.1016/j.jretai.2024.05.001
The rapid integration of artificial intelligence (AI) into negotiations has catalyzed a transformative change in the retail industry. This study analyzes consumer responses to AI negotiators—a scenario becoming more common as retailers employ sophisticated algorithms in negotiation practices. Through five studies spanning B2C, B2B, and C2C negotiations, the findings reveal that consumers tend to make fewer adjustments to their counteroffers when bargaining with algorithms, persuaded of algorithms’ decision-making precision and comprehensive market intelligence. Notably, this confidence in algorithmic accuracy has a disproportionate effect on individuals from lower socioeconomic backgrounds, which can be mitigated by casting doubt on AI's infallibility. These insights do not merely provide retailers with a tactical advantage in utilizing AI for negotiations but also highlight the necessity for a more profound and ethical interaction with technology. Understanding the dynamics of human‒algorithm interaction in negotiation contexts allows retailers and brands to navigate this new terrain with greater efficacy and mindfulness.
{"title":"Bargaining with algorithms: How consumers respond to offers proposed by algorithms versus humans","authors":"","doi":"10.1016/j.jretai.2024.05.001","DOIUrl":"10.1016/j.jretai.2024.05.001","url":null,"abstract":"<div><p>The rapid integration of artificial intelligence (AI) into negotiations has catalyzed a transformative change in the retail industry. This study analyzes consumer responses to AI negotiators—a scenario becoming more common as retailers employ sophisticated algorithms in negotiation practices. Through five studies spanning B2C, B2B, and C2C negotiations, the findings reveal that consumers tend to make fewer adjustments to their counteroffers when bargaining with algorithms, persuaded of algorithms’ decision-making precision and comprehensive market intelligence. Notably, this confidence in algorithmic accuracy has a disproportionate effect on individuals from lower socioeconomic backgrounds, which can be mitigated by casting doubt on AI's infallibility. These insights do not merely provide retailers with a tactical advantage in utilizing AI for negotiations but also highlight the necessity for a more profound and ethical interaction with technology. Understanding the dynamics of human‒algorithm interaction in negotiation contexts allows retailers and brands to navigate this new terrain with greater efficacy and mindfulness.</p></div>","PeriodicalId":48402,"journal":{"name":"Journal of Retailing","volume":"100 3","pages":"Pages 345-361"},"PeriodicalIF":8.0,"publicationDate":"2024-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0022435924000198/pdfft?md5=1242100d3586fc4440c85ec27c84f860&pid=1-s2.0-S0022435924000198-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141274259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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