Pub Date : 2021-04-21DOI: 10.1080/01608061.2021.1909687
Heather M. Mcgee, Brian J. Crowley-Koch
ABSTRACT As Organizational Behavior Management was borne out of Applied Behavior Analysis, so too is its approach to assessing environmental variables before implementing solutions for behavior change. This article discusses several types of organizational assessments used by researchers and practitioners. Behavior Systems Analysis (BSA) and Performance Management (PM) are the two most common assessment and intervention approaches used in OBM. These two methods are compared and contrasted and the levels and analyses within BSA are discussed. Also included in this article are common organizational assessments that are used by consultants and human resources professionals that are not typically used by OBM practitioners (change readiness, culture/engagement, and pulse surveys). These traditional assessments are approached through a behavior analytic lens and ways in which OBM practitioners can use them to assess and influence behavior is provided. A sustainability (otherwise known as maintenance or generalization) assessment is also included that builds upon previous research (e.g.) and experience through private practice.
{"title":"Performance Assessment of Organizations","authors":"Heather M. Mcgee, Brian J. Crowley-Koch","doi":"10.1080/01608061.2021.1909687","DOIUrl":"https://doi.org/10.1080/01608061.2021.1909687","url":null,"abstract":"ABSTRACT As Organizational Behavior Management was borne out of Applied Behavior Analysis, so too is its approach to assessing environmental variables before implementing solutions for behavior change. This article discusses several types of organizational assessments used by researchers and practitioners. Behavior Systems Analysis (BSA) and Performance Management (PM) are the two most common assessment and intervention approaches used in OBM. These two methods are compared and contrasted and the levels and analyses within BSA are discussed. Also included in this article are common organizational assessments that are used by consultants and human resources professionals that are not typically used by OBM practitioners (change readiness, culture/engagement, and pulse surveys). These traditional assessments are approached through a behavior analytic lens and ways in which OBM practitioners can use them to assess and influence behavior is provided. A sustainability (otherwise known as maintenance or generalization) assessment is also included that builds upon previous research (e.g.) and experience through private practice.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"255 - 285"},"PeriodicalIF":2.1,"publicationDate":"2021-04-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1909687","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41791615","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-13DOI: 10.1080/01608061.2021.1910099
Daniel Cymbal, S. Litvak, David A. Wilder, Gary N. Burns
ABSTRACT Staff turnover can pose a significant problem for human service organizations. For Applied Behavior Analysis (ABA) service providers, turnover may be particularly problematic due to the resources required for training. Accreditation organizations such as the Behavioral Health Center for Excellence® (BHCOE®) collect large amounts of organizational data that can point to trends in ABA organizations and provide a basis for problem identification and intervention. In this study, we evaluated BHCOE® data to examine potential predictors of staff turnover and staff and caregiver satisfaction in ABA organizations. Results of multiple regression analyses suggest that high turnover rates among job classes (i.e., technicians and supervisors) correlate with each other’s turnover. Behavior Technicians are also more likely to turnover when wages are lower and caregiver satisfaction wanes. Staff satisfaction was not a significant turnover predictor but was generally predicted by caregiver satisfaction. These findings suggest that turnover and satisfaction are multi-faceted processes worthy of examination; we provide broad recommendations for improvement and avenues for further study.
{"title":"An Examination of Variables that Predict Turnover, Staff and Caregiver Satisfaction in Behavior-analytic Organizations","authors":"Daniel Cymbal, S. Litvak, David A. Wilder, Gary N. Burns","doi":"10.1080/01608061.2021.1910099","DOIUrl":"https://doi.org/10.1080/01608061.2021.1910099","url":null,"abstract":"ABSTRACT Staff turnover can pose a significant problem for human service organizations. For Applied Behavior Analysis (ABA) service providers, turnover may be particularly problematic due to the resources required for training. Accreditation organizations such as the Behavioral Health Center for Excellence® (BHCOE®) collect large amounts of organizational data that can point to trends in ABA organizations and provide a basis for problem identification and intervention. In this study, we evaluated BHCOE® data to examine potential predictors of staff turnover and staff and caregiver satisfaction in ABA organizations. Results of multiple regression analyses suggest that high turnover rates among job classes (i.e., technicians and supervisors) correlate with each other’s turnover. Behavior Technicians are also more likely to turnover when wages are lower and caregiver satisfaction wanes. Staff satisfaction was not a significant turnover predictor but was generally predicted by caregiver satisfaction. These findings suggest that turnover and satisfaction are multi-faceted processes worthy of examination; we provide broad recommendations for improvement and avenues for further study.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"42 1","pages":"36 - 55"},"PeriodicalIF":2.1,"publicationDate":"2021-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1910099","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45192382","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-03DOI: 10.1080/01608061.2021.1930462
David A. Wilder
Although issue 2 of volume 41 includes few manuscripts, each manuscript is sure to make a mark on the field! As you may know, JOBM has been publishing a special series of manuscripts which will also be featured as chapters in the upcoming book Handbook of Organizational Performance: Foundations and Advances, edited by Drs. Doug Johnson and Carl Johnson. In this issue of JOBM, we have included three papers from this series. Foxall urges us to think outside of the organizational behavior management (OBM) box by (r)introducing us to consumer behavior analysis. Consumer behavior analysis blends behavioral economics and marketing to predict and control the behavior of consumers. In this paper, Foxall examines how marketing departments in organizations predict and influence consumer behavior by manipulating product variables (e.g., price, package size). For those of us used to thinking about the management of individual employees or systems, consumer behavior analysis is an eye opener! Also in this issue, Gravina et al. provide a nice overview of the assessment of individual employee performance. As these authors point out, assessing before intervening is common in other areas of behavior analytic application, but may be less common in OBM. Gravina et al. cover a variety of types of behavior analytic assessment, including historical assessment and the assessment of procedural acceptability. They conclude by making some very interesting recommendations regarding the use of technology in assessment and the validation of some of our assessment tools. Erath et al. provide a comprehensive description of research methodologies used in OBM. These authors cover both single subject and group experimental designs, and provide excellent examples of previously published OBM studies which have used each of the designs they describe. This paper is destined to be the go-to resource for anyone interested in the design and conduct of research in OBM. It will surely be required reading in a number of undergraduate and graduate OBM courses for many years to come!
{"title":"Volume 41 Issue 2 of the Journal of Organizational Behavior Management","authors":"David A. Wilder","doi":"10.1080/01608061.2021.1930462","DOIUrl":"https://doi.org/10.1080/01608061.2021.1930462","url":null,"abstract":"Although issue 2 of volume 41 includes few manuscripts, each manuscript is sure to make a mark on the field! As you may know, JOBM has been publishing a special series of manuscripts which will also be featured as chapters in the upcoming book Handbook of Organizational Performance: Foundations and Advances, edited by Drs. Doug Johnson and Carl Johnson. In this issue of JOBM, we have included three papers from this series. Foxall urges us to think outside of the organizational behavior management (OBM) box by (r)introducing us to consumer behavior analysis. Consumer behavior analysis blends behavioral economics and marketing to predict and control the behavior of consumers. In this paper, Foxall examines how marketing departments in organizations predict and influence consumer behavior by manipulating product variables (e.g., price, package size). For those of us used to thinking about the management of individual employees or systems, consumer behavior analysis is an eye opener! Also in this issue, Gravina et al. provide a nice overview of the assessment of individual employee performance. As these authors point out, assessing before intervening is common in other areas of behavior analytic application, but may be less common in OBM. Gravina et al. cover a variety of types of behavior analytic assessment, including historical assessment and the assessment of procedural acceptability. They conclude by making some very interesting recommendations regarding the use of technology in assessment and the validation of some of our assessment tools. Erath et al. provide a comprehensive description of research methodologies used in OBM. These authors cover both single subject and group experimental designs, and provide excellent examples of previously published OBM studies which have used each of the designs they describe. This paper is destined to be the go-to resource for anyone interested in the design and conduct of research in OBM. It will surely be required reading in a number of undergraduate and graduate OBM courses for many years to come!","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"95 - 96"},"PeriodicalIF":2.1,"publicationDate":"2021-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1930462","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41869766","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-01DOI: 10.1080/01608061.2021.1903647
Seth G. Walker, Tyra P. Sellers
ABSTRACT Feedback is a common intervention used to address performance issues in clinical and organizational settings. Most research on feedback focuses on manipulating either the parameters of feedback delivery or the behavior of the feedback provider. Because feedback requires a provider and a recipient, it is likely that the behavior of the feedback recipient also influences the impact of performance feedback. The current study investigated the efficacy of training individuals to receive feedback in an appropriate manner using computer-based instruction (CBI). All three participants demonstrated increases in accuracy of appropriate feedback behaviors following CBI. Two participants also demonstrated slight increases in performance on tasks related to workplace performance. This study extends the application of CBI to a new and complex skill repertoire and examines its possible impact on work performance. We discuss how CBI may increase training efficiency in settings with large numbers of staff who need to be trained in certain skills as compared to traditional in-person training formats.
{"title":"Teaching Appropriate Feedback Reception Skills Using Computer-based Instruction: A Systematic Replication","authors":"Seth G. Walker, Tyra P. Sellers","doi":"10.1080/01608061.2021.1903647","DOIUrl":"https://doi.org/10.1080/01608061.2021.1903647","url":null,"abstract":"ABSTRACT Feedback is a common intervention used to address performance issues in clinical and organizational settings. Most research on feedback focuses on manipulating either the parameters of feedback delivery or the behavior of the feedback provider. Because feedback requires a provider and a recipient, it is likely that the behavior of the feedback recipient also influences the impact of performance feedback. The current study investigated the efficacy of training individuals to receive feedback in an appropriate manner using computer-based instruction (CBI). All three participants demonstrated increases in accuracy of appropriate feedback behaviors following CBI. Two participants also demonstrated slight increases in performance on tasks related to workplace performance. This study extends the application of CBI to a new and complex skill repertoire and examines its possible impact on work performance. We discuss how CBI may increase training efficiency in settings with large numbers of staff who need to be trained in certain skills as compared to traditional in-person training formats.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"236 - 254"},"PeriodicalIF":2.1,"publicationDate":"2021-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1903647","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42597958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-31DOI: 10.1080/01608061.2021.1903646
Joshua L. Lipschultz, David A. Wilder, Andressa A. Sleiman, Nelmar Cruz, Scott M. Curry, Nicole E. Gravina
ABSTRACT Feedback is the most commonly used intervention in Organizational Behavior Management (OBM), and recent research has examined both the effects of inaccurate feedback on performance as well as rumors created due to inaccurate rules. To date, no studies have assessed the effects of providing differing information regarding feedback accuracy during the training of an analogue work task. The present study assessed the relative effects of two independent variables on performance during an analogue work task: the information regarding feedback accuracy provided during the training (i.e., a rule given during training describing feedback accuracy) and the actual level of task feedback accuracy to which participants were exposed during an analogue work task (i.e., one-third [accurate feedback divided by three], accurate, and tripled [accurate feedback multiplied by three]). The results of the study showed that participants exposed to accurate feedback during the analogue work task performed better than participants exposed to one-third or tripled feedback. Implications, limitations of the study, and directions for future research are discussed.
{"title":"The Effects of Feedback Accuracy and Trainer Rules on Performance during an Analogue Task","authors":"Joshua L. Lipschultz, David A. Wilder, Andressa A. Sleiman, Nelmar Cruz, Scott M. Curry, Nicole E. Gravina","doi":"10.1080/01608061.2021.1903646","DOIUrl":"https://doi.org/10.1080/01608061.2021.1903646","url":null,"abstract":"ABSTRACT Feedback is the most commonly used intervention in Organizational Behavior Management (OBM), and recent research has examined both the effects of inaccurate feedback on performance as well as rumors created due to inaccurate rules. To date, no studies have assessed the effects of providing differing information regarding feedback accuracy during the training of an analogue work task. The present study assessed the relative effects of two independent variables on performance during an analogue work task: the information regarding feedback accuracy provided during the training (i.e., a rule given during training describing feedback accuracy) and the actual level of task feedback accuracy to which participants were exposed during an analogue work task (i.e., one-third [accurate feedback divided by three], accurate, and tripled [accurate feedback multiplied by three]). The results of the study showed that participants exposed to accurate feedback during the analogue work task performed better than participants exposed to one-third or tripled feedback. Implications, limitations of the study, and directions for future research are discussed.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"215 - 235"},"PeriodicalIF":2.1,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1903646","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41667324","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-03-30DOI: 10.1080/01608061.2021.1897058
Nicholas Matey, Nicole E. Gravina, B. Davis, R. George, Timothy Rosbrook
ABSTRACT In manufacturing, daily productivity is critical because as production increases, the capacity to accept orders increases. Organizational Behavior Management strategies and Lean Manufacturing approaches are compatible and produce positive changes in performance. The current study took place at a metal manufacturer and evaluated whether process walks with embedded goal-setting and feedback could increase productivity. Following baseline, we evaluated the effect of a process walk where the superintendent and supervisor discussed the previous performance and set goals for the next shift’s productivity. After a partial withdrawal phase, we added two components to the process walk. Supervisors communicated the goal set during the walk to front-line workers, and performance feedback was publicly posted in the office. Casting productivity improved following the intervention, and superintendents reported having a better understanding of process issues following the intervention.
{"title":"Increasing Productivity in a Manufacturing Setting using Daily Process Walks","authors":"Nicholas Matey, Nicole E. Gravina, B. Davis, R. George, Timothy Rosbrook","doi":"10.1080/01608061.2021.1897058","DOIUrl":"https://doi.org/10.1080/01608061.2021.1897058","url":null,"abstract":"ABSTRACT In manufacturing, daily productivity is critical because as production increases, the capacity to accept orders increases. Organizational Behavior Management strategies and Lean Manufacturing approaches are compatible and produce positive changes in performance. The current study took place at a metal manufacturer and evaluated whether process walks with embedded goal-setting and feedback could increase productivity. Following baseline, we evaluated the effect of a process walk where the superintendent and supervisor discussed the previous performance and set goals for the next shift’s productivity. After a partial withdrawal phase, we added two components to the process walk. Supervisors communicated the goal set during the walk to front-line workers, and performance feedback was publicly posted in the office. Casting productivity improved following the intervention, and superintendents reported having a better understanding of process issues following the intervention.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"182 - 193"},"PeriodicalIF":2.1,"publicationDate":"2021-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1897058","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43162152","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-28DOI: 10.1080/01608061.2020.1869136
Nicole E. Gravina, Jessica A. Nastasi, J. Austin
ABSTRACT Assessments are commonly used in organizational behavior management (OBM) to identify performance targets, determine environmental variables contributing to poor performance, and devise appropriate interventions. This paper describes the role of assessment at the individual performer level in OBM and the assessment process. It also reviews four common types of OBM assessments: historical assessments, functional assessments, preference assessments, and procedural acceptability and discusses the research support, weaknesses, and opportunities for future research for each. Finally, we conclude with recommendations for the future of assessment in OBM, including incorporating technology, using ongoing question-asking to informally assess performance and the environment, developing and validating survey instruments and other assessment tools, and attending to cultural variables in assessments.
{"title":"Assessment of Employee Performance","authors":"Nicole E. Gravina, Jessica A. Nastasi, J. Austin","doi":"10.1080/01608061.2020.1869136","DOIUrl":"https://doi.org/10.1080/01608061.2020.1869136","url":null,"abstract":"ABSTRACT Assessments are commonly used in organizational behavior management (OBM) to identify performance targets, determine environmental variables contributing to poor performance, and devise appropriate interventions. This paper describes the role of assessment at the individual performer level in OBM and the assessment process. It also reviews four common types of OBM assessments: historical assessments, functional assessments, preference assessments, and procedural acceptability and discusses the research support, weaknesses, and opportunities for future research for each. Finally, we conclude with recommendations for the future of assessment in OBM, including incorporating technology, using ongoing question-asking to informally assess performance and the environment, developing and validating survey instruments and other assessment tools, and attending to cultural variables in assessments.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"124 - 149"},"PeriodicalIF":2.1,"publicationDate":"2021-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2020.1869136","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48975196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-26DOI: 10.1080/01608061.2021.1890664
Nicholas L. Weatherly
ABSTRACT Organizational Behavior Management (OBM) is a sub-discipline of applied behavior analysis that focuses on organizational improvement and the performance of employees and leaders. OBM practitioners work to apply behavior analysis to help get results through teamwork, collaboration, high practice standards, and professionalism. There are a number of ways to get business results, but OBM aims to get results by supporting the most important asset in any system: the people. The purpose of this paper is to show the value of ethical standards to those practicing within the field of OBM, the current state of OBM regulation, and offer a call to action for OBM practitioners to maintain ethical standards.
{"title":"The Ethics of Organizational Behavior Management","authors":"Nicholas L. Weatherly","doi":"10.1080/01608061.2021.1890664","DOIUrl":"https://doi.org/10.1080/01608061.2021.1890664","url":null,"abstract":"ABSTRACT Organizational Behavior Management (OBM) is a sub-discipline of applied behavior analysis that focuses on organizational improvement and the performance of employees and leaders. OBM practitioners work to apply behavior analysis to help get results through teamwork, collaboration, high practice standards, and professionalism. There are a number of ways to get business results, but OBM aims to get results by supporting the most important asset in any system: the people. The purpose of this paper is to show the value of ethical standards to those practicing within the field of OBM, the current state of OBM regulation, and offer a call to action for OBM practitioners to maintain ethical standards.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"197 - 214"},"PeriodicalIF":2.1,"publicationDate":"2021-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2021.1890664","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45680187","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-31DOI: 10.1080/01608061.2020.1869137
Tyler G Erath, Azure J. Pellegrino, Florence D. DiGennaro Reed, Sandra A. Ruby, Abigail L. Blackman, M. Novak
ABSTRACT Organizational behavior management (OBM) is a scientific approach to understanding behavior and its relation to the workplace. As a natural science it relies on the use of sound experimental research methodology. This methodology has been critical to the field’s success in demonstrating the application of behavioral principles across the basic–translational–applied continuum, from laboratory to natural workplace settings. The purpose of this paper is to present an overview of experimental methods commonly used within the field. We attempt to highlight the range and diversity of OBM research by providing examples of different approaches to research and design methodologies. In doing so, we review strengths, limitations, and examples of various single-case and group research designs.
{"title":"Experimental Research Methodologies in Organizational Behavior Management","authors":"Tyler G Erath, Azure J. Pellegrino, Florence D. DiGennaro Reed, Sandra A. Ruby, Abigail L. Blackman, M. Novak","doi":"10.1080/01608061.2020.1869137","DOIUrl":"https://doi.org/10.1080/01608061.2020.1869137","url":null,"abstract":"ABSTRACT Organizational behavior management (OBM) is a scientific approach to understanding behavior and its relation to the workplace. As a natural science it relies on the use of sound experimental research methodology. This methodology has been critical to the field’s success in demonstrating the application of behavioral principles across the basic–translational–applied continuum, from laboratory to natural workplace settings. The purpose of this paper is to present an overview of experimental methods commonly used within the field. We attempt to highlight the range and diversity of OBM research by providing examples of different approaches to research and design methodologies. In doing so, we review strengths, limitations, and examples of various single-case and group research designs.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"150 - 181"},"PeriodicalIF":2.1,"publicationDate":"2021-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2020.1869137","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41735056","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-03DOI: 10.1080/01608061.2020.1860860
Foxall Gordon R., Oliveira-Castro Jorge M., Porto Rafael B.
ABSTRACT Evaluation of firm performance must consider the effects that its products and services have upon consumers. This can be accomplished when measures of consumer behavior inform marketing strategies. Consumer behavior analysis, a field of research that integrates operant behavioral economics and marketing, has developed several measures of consumer buying patterns based on the identification of the types of reinforcement, informational or utilitarian, that are programmed by different products and brands, and of the scope of consumer behavior setting. The present paper describes research that adopted some of these measures and the main results derived from them. Such studies have shown, for instance, that consumers have brand repertoires that include brands offering similar levels of reinforcement, that they tend to change the quantity they buy as a function of package size, price promotions, and utilitarian and informational reinforcement, that consumer individual differences tend to remain relatively stable across time, and that more open settings increase product search duration, decrease the essential value of brands and increase consumers’ reports related to dominance of shopping environments and approach responses. Moreover, these measures of consumer behavior can be integrated with measures of firm behavior to evaluate firm performance, on the basis of an operant interpretation of firm behavior. This paper explains some of these integrated measures and describes results that have shown, for instance, how increases in spending in marketing activities is related to increases in profitability.
{"title":"Consumer behavior analysis and the marketing firm: measures of performance","authors":"Foxall Gordon R., Oliveira-Castro Jorge M., Porto Rafael B.","doi":"10.1080/01608061.2020.1860860","DOIUrl":"https://doi.org/10.1080/01608061.2020.1860860","url":null,"abstract":"ABSTRACT Evaluation of firm performance must consider the effects that its products and services have upon consumers. This can be accomplished when measures of consumer behavior inform marketing strategies. Consumer behavior analysis, a field of research that integrates operant behavioral economics and marketing, has developed several measures of consumer buying patterns based on the identification of the types of reinforcement, informational or utilitarian, that are programmed by different products and brands, and of the scope of consumer behavior setting. The present paper describes research that adopted some of these measures and the main results derived from them. Such studies have shown, for instance, that consumers have brand repertoires that include brands offering similar levels of reinforcement, that they tend to change the quantity they buy as a function of package size, price promotions, and utilitarian and informational reinforcement, that consumer individual differences tend to remain relatively stable across time, and that more open settings increase product search duration, decrease the essential value of brands and increase consumers’ reports related to dominance of shopping environments and approach responses. Moreover, these measures of consumer behavior can be integrated with measures of firm behavior to evaluate firm performance, on the basis of an operant interpretation of firm behavior. This paper explains some of these integrated measures and describes results that have shown, for instance, how increases in spending in marketing activities is related to increases in profitability.","PeriodicalId":51667,"journal":{"name":"Journal of Organizational Behavior Management","volume":"41 1","pages":"97 - 123"},"PeriodicalIF":2.1,"publicationDate":"2021-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/01608061.2020.1860860","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43509230","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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