پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 161 |
| تعداد شماره‌ها | 6,533 |
| تعداد مقالات | 70,506 |
| تعداد مشاهده مقاله | 124,125,251 |
| تعداد دریافت فایل اصل مقاله | 97,233,726 |
مروری بر چیستی و چرایی تاب‌آوری برند پلتفرم‌ها در مواجهه با ریسک و بحران برند | ||
| بررسی‌های مدیریت رسانه | ||
| دوره 1، شماره 1، 1401، صفحه 102-127 اصل مقاله (597.48 K) | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22059/mmr.2022.87746 | ||
| نویسنده | ||
| سعید قنبری* | ||
| دانشجوی دکتری، گروه مدیریت رسانه، دانشکده مدیریت، دانشگاه تهران، ایران. | ||
| چکیده | ||
| هدف: تغییر مدل‌های کسب‌وکار سنتی به مدل پلتفرمی، سبب شده است که کسب‌وکارهای پلتفرمی رشد کنند و به برندهای قوی تبدیل شوند. در این میان، برندهای پلتفرمی، بهدلیل ویژگی‌های خاص خود، از ناحیه ریسک و بحران‌های محیط کسب‌وکار تهدید میشوند؛ از این رو مفهوم «تاب‌آوری برند» اهمیت پیدا میکند. این پژوهش با هدف مرور و مفهوم‌پردازی حول چیستی و چرایی تاب‌آوری برند پلتفرم‌ها در مواجهه با ریسک و بحران برند اجرا شده است. روش: این پژوهش بر اساس رویکرد ترکیب تئوری، به‌عنوان یکی از گونه‌های روش نگارش مقالات مفهومی اجرا شده است. این رویکرد با در نظر گرفتن مفاهیم پلتفرم، برند، تاب‌آوری، ریسک و بحران به‌عنوان نقطه شروع، تئوری روش و تئوری حوزه شکل گرفته است. یافته‌ها: این پژوهش به‌منظور درک ضرورت تاب‌آوری برندهای پلتفرمی سه دلیل را در کانون توجه قرار داده است: 1. تبدیل‌شدن منطق زنجیره ارزش به شبکه ارزش در پلتفرم‌ها؛ 2. اثر فعالانه مصرف‌کننده بر برند پلتفرم‌ها؛ 3. رقابت شدید در اکوسیستم پلتفرمی. همچنین با توجه به نتایج پژوهش مشخص شده است که چهار مشکل در روند تکامل پلتفرم‌ها، مقوله تاب‌آوری برندهای پلتفرمی را با پیچدگی مواجهه کرده است که عبارت‌اند از: «اثر ملکه سرخ»، «مشکل مرغ و تخم مرغ»، «مشکل پنگوئن» و «ظهور». نتیجه‌گیری: این پژوهش نتیجه می‌گیرد که تاب‌آوری برندهای پلتفرمی دشوار است و اگر بهره‌گیری از قابلیت تاب‌آوری برند نادیده گرفته شود، مشکلاتی همچون کاهش ارزش ویژه برند، کاهش تداعی‌های مثبت یا تقویت تداعی‌های منفی در ذهن مشتریان و ناتوانایی در حفظ موجودیت برند و متعاقب آن تعطیلی کسب‌وکار پلتفرمی را به همراه دارد. | ||
| کلیدواژه‌ها | ||
| تاب‌آوری برند؛ پلتفرم؛ ریسک برند؛ بحران برند | ||
| عنوان مقاله [English] | ||
| An Overview of a Platform's Brand Resilience in the Face of Brand Risk and Crisis | ||
| نویسندگان [English] | ||
| Saeid Ghanbary | ||
| Ph.D. Candidate, Department of Media Management, Faculty of Management, University of Tehran, Tehran, Iran. | ||
| چکیده [English] | ||
| Objective The business model of the platform has been considered by many researchers in recent years, with some arguing it has already given rise to the entry of humans into the era of "platform life". This age is the product of a change under which traditional businesses have become platform businesses and the transition from product production to service delivery has taken place in the form of platforms. Platform business models are based on the logic of value exchange between several groups of stakeholders such as consumers, service providers, advertisers and third parties and have experienced significant growth in recent years. Some business researchers have attributed the growth of platforms to the emotional interaction of consumers with the brand of platforms. Accordingly, the issue of brand management in platform businesses has become a fundamental issue. However, the brand management of platforms faces major challenges. Part of these challenges stems from the fragility of customer relationships with these brands and brand risk. But the biggest challenge is the brand paradox mode. According to the "brand paradox mode", when the equity of a brand increases, the possibility of the brand being exposed to risk also increases. In such a case, brand risk can become a major crisis for the brand. A brand crisis can bring about serious challenges such as the devaluation of the brand, reduction of positive associations or reinforcement of negative associations in the minds of customers, and the inability to maintain the brand's existence and consequent closure of the platform business. Therefore, what is important in platform management of the brand is the issue of "brand resilience". The resilience of brand is capable of withstanding the risks that have turned into a crisis, recovering the brand if affected by the crisis, and even growing the brand in a critical situation. There is ample evidence that the platform's brand is generally failing, fragile, and vulnerable in the face of crises. This means that the brand position is shaky and is overshadowed at the cognitive, emotional and, behavioural levels. This is due to the confusion in the face of brand risks and crises and how to build a resilient platform brand. This study on understanding a platform's brand resilience targets a research gap and seeks to help the theoretical literature with a conceptual approach. Research Methodology This study is written as a conceptual article with a descriptive approach. In a concept paper, unlike an empirical paper, arguments are not derived from data in a conventional way, but the formation of arguments is based on a combination of documents in the form of concepts and theories that have already been developed. In such articles, the ability to distinguish between the theories used as data and the theories present in the role of the theoretical framework of the research is necessary and, of course, difficult. However, to distinguish this difference, it is helpful to differentiate "method theory" and "domain theory."Domain theory" is a set of knowledge about an important topic in a field of research, and "method theory" is a meta-level conceptual system for studying the substantive issue(s) of the domain theory at hand. Therefore, to examine the concept studied in this research, a distinction has been formed between method theory and field theory. The approach of this research in developing the concept of the resilience of platform brands is based on a type of research design of conceptual articles called "theoretical composition". The main purpose of this approach is to create a conceptual integration between the various currents of previous research and to connect previously unrelated and incompatible pieces in a new format and a new perspective. In "theory combination", phenomena that have already been studied in a non-structural and scattered way are explained in a more coherent format with a conceptual basis. In this study, the central phenomena of platform business, branding, business crisis and resilience in the face of business crisis are dealt with under a concept called platform brand resilience and are studied as a coherent phenomenon. The starting point in "theory combination" as a type of concept paper is a phenomenon or concept that is practically examined by domain theory and method theory, and in this article, the concepts of platform, brand, resilience, brand crisis and brand risk are viewed as the starting point. Findings The starting point for combining theory in this paper is to explain the concept of platform. This article describes the platform as a business based on the ability to create value-creating interactions between consumers and foreign producers. It also uses the customer-centric brand equity approach as the basis for the study. According to this approach, brands are a collection of consumer experiences that are formed in interaction with the product, so they can be considered as a set of associations in the minds of consumers. Basically, in this article, brand resilience is understood in relation to brand equity, so it can be said that if there is no "brand value", there is no inherent "brand risk" and, of course, resilience will not make sense. According to the method theory in this research, a brand is threatened by 6 types of risk, including 1) value risk 2) market risk 3) reputation risk 4) identity risk 5) status risk and 6) presence risk. Platform brands may also experience these six types of risks. However this research shows that building resilient platform brands is difficult due to three factors: 1) the transformation of value chain logic into a value network on platforms 2) the active consumer effect on the brand and 3) fierce competition in the platform ecosystem. The first factor indicates that most of the value creation and brand building takes place outside the control of the platform. Thus, the performance of a platform is influenced by the performance and behaviour of all its partners (suppliers, shareholders, distributors, retailers and customers). Accordingly, many of the risks associated with the value creation and exchange process occur on the platform while the platform is not able to properly manage them. The second factor in the platform ecosystem that makes it difficult to build and manage platform brands is the active action of platform brand consumers in creating business experiences and the role of knowledgeable, networked, capable and active consumers in creating and destroying brand value. This role of the consumer can also be examined in the form of brand co-creation theory and an organic approach to the brand. According to the logic of brand co-creation, it is argued that brands are organic beings because they are created alongside different stakeholders and many parts of the manufacturing process are beyond the control of the organization/firm. The third factor also shows that platforms in the valley of intense competition, experience the "Red Queen" effect. This effect reinforces the tendency to adapt, evolve, constantly reproduce, and strive to eliminate the competitor. In such a case, the tendency to monopolize, merge and develop the brand and brand alliance increases, and this creates a crisis for growing brands. This research also shows how the evolution of platforms is related to their brand resilience. The present study features four types of problems facing brands during the evolution of platforms, including the "Red Queen effect", "Chicken and egg problem", "Penguin problem", and "Emergence". Discussion & Conclusion Brand risk and crisis is a threat to the sustainability of businesses with platforms more exposed to brand risks and crises due to their special nature. Naturally, brand risk and crisis are able to change the brand performance of the platform on a cognitive, emotional and behavioral level, so risk management and brand crises are of undeniable importance. However, this article shows that platform brand resilience has been neglected in business research. This paper considers three main orientations including a) change in markets from consumers to producers b) change in competitive advantage from resources to ecosystem and c) change in value creation from processes to interactions as major factors influencing the challenges of platform businesses branding. This article points out that platform brands, like other brands, are affected by internal and external factors of brand dilution, which affect the current brand network by adding negative and unpleasant associations to the association network. This article concludes that weakening the brand has consequences such as reducing the intention to buy the product or increasing the likelihood of negative word of mouth about the brand and brand failure. The resilience of a platform brand, despite its own difficulties, can be implemented in a coherent framework; This framework can be outlined in seven steps, including 1) assessing brand risks, 2) preparing the brand team to deal with the crisis, and 3) deploying brand risk warning systems, 4) repelling brand attacks, and 5) learning how to repel the attack and adapting to the procedure 6) measuring and tracking brand resilience 7) creating public support for the brand campaign. | ||
| کلیدواژه‌ها [English] | ||
| Brand resilience, Platform, Brand risk, Brand crisis | ||
| مراجع | ||
|
خلیل‌نژاد، شهرام؛ رضائیان آستانه، محدثه و قنبری، میلاد (1399). رابطه بازی‌وارسازی و هم‌آفرینی برند با میانجیگری مدل کسب‌وکار پایدار در پلتفرم‌ها. فصلنامه مدیریت برند، 7(3)، 87 - 128.
خواجه‌ئیان، داتیس (1398). درآمدی بر مدیریت شبکه‌های اجتماعی و کسب‌وکارهای پلتفرمی. تهران: انتشارات ادیبان روز.
زارعی، عظیم و باقری قره‌بلاغ، هوشمند (1400). تأملی بر پیشایندهای تاب‌آوری در برابر اطلاعات منفی در بین مصرف‌کنندگان کالاهای دیجیتال. مدیریت بازرگانی، 13(1)، 228 - 246.
قنبری، سعید؛ صلواتیان، سیاوش و کیا، علی‌اصغر (1399). تاب‌آوری سازمانی خبرگزاری‌های ایران در بلایای طبیعی. تهران: انتشارات مرکز مطالعات و تحقیقات رسانه‌ها.
ملکی مین‌باش، مرتضی؛ فیض، داود و باقری قره‌بلاغ، هوشمند (1400). تاب‌آوری در برابر اطلاعات منفی: واکاوی عوامل مؤثر بر هویت یابی مشتری با برند در صنعت هتلداری. گردشگری و توسعه، 4(29)، 51-62.
References Abdullah, N.A.S., Noor, N.L.M. & Ibrahim, E. N. M. (2013). Resilient organization: Modelling the capacity for resilience. International Conference on Research and Innovation in Information Systems, 319–324. https://doi.org/10.1109/ICRIIS.2013.6716729
Abooyee Ardakan, M. & Ghanbary, S. (2020). Strategic choices for media managers: A conceptual framework for strategy adoption. Nordic Journal of Media Management, 1(4), 527–543. Abrahams, D. (2016). Brand risk: adding risk literacy to brand management. CRC Press. Augusto, M., Godinho, P. & Torres, P. (2019). Building customers’ resilience to negative information in the airline industry. Journal of Retailing and Consumer Services, 50, 235–248. Baldwin, C. Y., Clark, K. B. & Clark, K. B. (2000). Design rules: The power of modularity (Vol. 1). MIT press. Bange, S., Moisander, J. & Järventie-Thesleff, R. (2020). Brand co-creation in multichannel media environments: A narrative approach. Journal of Media Business Studies, 17(1), 69–86. Barnett, W. P. & Hansen, M. T. (1996). The red queen in organizational evolution. Strategic Management Journal, 17(S1), 139–157. Batey, M. (2008). Brand meaning. CRC Press. Belleflamme, P. & Peitz, M. (2018). Platforms and network effects. In Handbook of Game Theory and Industrial Organization, Volume II. Edward Elgar Publishing. Boman, C. (2017). Understanding the effects of Twitter-based crisis communications strategies on brand reputation. Kansas State University. Budzinski, O. & Kuchinke, B. A. (2018). The modern industrial organization theory of media markets and competition policy implications. Ilmenau Economics Discussion Papers, 115. Budzinski, O. & Kuchinke, B. A. (2020). Industrial organization of media markets and competition policy. In P. J. Schulz & P. Cobley (Eds.), Handbooks of Communication Science series (Vol. 30, pp. 21–45). Caillaud, B. & Jullien, B. (2002). Chicken and egg: Competition among intermediation service providers [EB/OL]. IDEI Working Paper. Chiosa, A. R. & Anastasiei, B. (2017). Negative word-of-mouth: Exploring the impact of adverse messages on consumers’ reactions on Facebook. Review of Economic and Business Studies, 10(2), 157–173. Christodoulides, G. (2009). Branding in the post-internet era. Marketing Theory, 9(1), 141–144. Ciasullo, M. V., Troisi, O. & Cosimato, S. (2018). How digital platforms can trigger cultural value co-creation? A proposed model. Journal of Service Science and Management, 11(2), 161–181. Clement, J. (2021). Most visited multi-platform U.S. web properties 2021. Statista. https://www.statista.com/statistics/271412/most-visited-us-web-properties-based-on-number-of-visitors/ Constantinides, P., Henfridsson, O. & Parker, G.G. (2018). Introduction—platforms and infrastructures in the digital age. INFORMS. Copulsky, J. R. (2011). Brand resilience: Managing risk and recovery in a high-speed world. St. Martin’s Press. Choudary, S. P., Parker, G. G. & Van Alstyne, M. (2015). Platform scale: How an emerging business model helps startups build large empires with minimum investment. Platform Thinking Labs. Cunningham, S., Flew, T. & Swift, A. (2015). Media economics. Macmillan International Higher Education. Cusumano, M. A., Gawer, A. & Yoffie, D. B. (2019). The business of platforms: strategy in the age of digital competition, innovation, and power. HarperCollins. Daaboul, J., Castagna, P. & Bernard, A. (2012). From value chains to value networks: modeling and simulation. International Journal of Production Research. DOI: 10.1080/00207543.2014.88678 Dal Zotto, C. & Omidi, A. (2020). Platformization of media entrepreneurship: A conceptual development. Nordic Journal of Media Management, 1(2), 209–233. Dorian-Laurențiu, F. & Claudiu-Cătălin, M. (2012). A risk-based brand equity model. Faculty of Economic Sciences, 0(3), 157-163. Doyle, G. (2013). Understanding media economics. Sage. Dwivedi, A., Johnson, L. W., Wilkie, D. C. & De Araujo-Gil, L. (2019). Consumer emotional brand attachment with social media brands and social media brand equity. European Journal of Marketing, 35(6), 1176-1204. Easen, N. (2019). Brand reputation and risk has never been harder to manage. https://www.raconteur.net/business-strategy/risk/brand-reputation-risk/ Eccles, R. G., Newquist, S. C. & Schatz, R. (2007). Reputation and Its Risks. Harvard Business Review. https://hbr.org/2007/02/reputation-and-its-risks Eisenmann, T. R., Parker, G. & Van Alstyne, M. (2009). Opening platforms: how, when and why? Platforms, Markets and Innovation, 6, 131–162. Elsharnouby, M. H., Mohsen, J., Saeed, O. T. & Mahrous, A. A. (2021). Enhancing resilience to negative information in consumer-brand interaction: the mediating role of brand knowledge and involvement. Journal of Research in Interactive Marketing, 15(4), 571-591. Estiri, M., Amiri, N. S., Khajeheian, D. & Rayej, H. (2018). Leader-member exchange and organizational citizenship behavior in hospitality industry: a study on effect of gender. Eurasian Business Review, 8(3), 267–284. Evans, D.S, Hagiu, A. & Schmalensee, R. (2008). Invisible engines: How software platforms drive innovation and transform industries. MIT Press. Evans, D.S. & Schmalensee, R. (2005). Paying with plastic: the digital revolution in buying and borrowing. Mit Press.
Evans, P. C. & Gawer, A. (2016). The rise of the platform enterprise: A global survey. http://epubs.surrey.ac.uk/811201/ Farquhar, P. H. (1989). Managing brand equity. Marketing Research, 1(3). Fehrer, J. A., Woratschek, H. & Brodie, R. J. (2018). A systemic logic for platform business models. Journal of Service Management, 29(4), 546-568. Forges, F. (1990). Correlated equilibrium in two-person zero-sum games. Econometrica (1986-1998), 58(2), 515. Ghanbary, S., Salavatian, S. & Kia, A.A. (2019). Organizational resilience of Iranian news agencies in natural disasters. Publications of Media Studies and Research Center. Hagiu, A. & Wright, J. (2015). Multi-sided platforms. International Journal of Industrial Organization, 43, 162–174. Haig, M. (2005). Brand failures: the truth about the 100 biggest branding mistakes of all time. Kogan Page Publishers. Hanna, R., Rohm, A. & Crittenden, V. L. (2011). We’re all connected: The power of the social media ecosystem. Business Horizons, 54(3), 265–273. Hirschheim, R. (2008). Some guidelines for the critical reviewing of conceptual papers. Journal of the Association for Information Systems, 9(8), 432-441. Hofman, C. & Keates, S. (2013). Countering brandjacking in the digital age:... and other hidden risks to your brand. Springer Science & Business Media. Hsieh, Y.J. & Wu, Y. J. (2019). Entrepreneurship through the platform strategy in the digital era: Insights and research opportunities. Computers in Human Behavior, 95, 315–323. Hyder, S. (2019). How to manage a brand crisis in 2020. Forbes. https://www.forbes.com/sites/shamahyder/2019/12/18/how-to-manage-a-brand-crisis-in-2020/?sh=16591ba91585 Iglesias, O., Ind, N. & Alfaro, M. (2017). The organic view of the brand: A brand value co-creation model. In Advances in corporate branding (pp. 148–174). Springer. Jaakkola, E. (2020). Designing conceptual articles: four approaches. AMS review, 10(1), 18-26. Jacoby, J. (2007). Considering the who, what, when, where and how of measuring dilution. Santa Clara Computer & High Tech. LJ, 24, 601. Kapferer, J.N. (2004). Brand new world, brand equity. The Economic Times, June, 30(7). Keller, K. L. (1993). Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing, 57(1), 1–22. Keller, K. L. (2010). Foreword. In B. Loken, R. Ahluwalia & Michael J. Houston (Eds.), Brands and Brand Management Contemporary Research Perspectives. Taylor and Francis Group. Khajeheian, D. (2019). An introduction to social media management and platform businesses. Adiban Rooz Publications. (in Persian) Khajeheian, D. & Ebrahimi, P. (2020). Media branding and value co-creation: effect of user participation in social media of newsmedia on attitudinal and behavioural loyalty. European Journal of International Management, 1(1). Khalil Nezhad, S., Rezaian Astaneh, M. & Ghanbari, M. (2020). The relationship between gamification and brand co-creation with the Mediation of a sustainable business model in platforms. Quarterly Journal of Brand Management, 7(3), 87-127. (in Persian) Kim, J. & Min, J. (2019). Supplier, tailor, and facilitator: Typology of platform business models. Journal of Open Innovation: Technology, Market, and Complexity, 5(3), 57. Li, X. (2004). How brand knowledge influences consumers’ purchase intentions. Auburn University. Loken, B. & John, D. R. (2010). When do bad things happen to good brands? Understanding internal and external sources of brand dilution. Brands and Brand Management: Contemporary Research Perspective, 233–270. Lukka, K. & Vinnari, E. (2014). Domain theory and method theory in management accounting research. Accounting, Auditing & Accountability Journal, 27(8), 1308-1338. Luo, N., Zhang, M. & Liu, W. (2015). The effects of value co-creation practices on building harmonious brand community and achieving brand loyalty on social media in China. Computers in Human Behavior, 48, 492–499. https://doi.org/10.1016/j.chb.2015.02.020 Macias, W. & Cervino, J. (2017). Trademark dilution: comparing the effects of blurring and tarnishment cases over brand equity. Management & Marketing, 12(3), 346. Maleki Minbashrazgah, M., Feiz, D. & Bagheri Garbollagh, H. (2021). Analyzing on the antecedents of resilience to negative information: The mediating role of customer–brand identification in the Hotel industry. Journal of Tourism and Development, 10(4), 51-62. (in Persian) Messenger, L. (2018). Risk & Resilience: Breaking and remaking a brand. The Messenger Group. Moghadamzadeh, A., Ebrahimi, P., Radfard, S., Salamzadeh, A. & Khajeheian, D. (2020). Investigating the role of customer co-creation behavior on social media platforms in rendering innovative services. Sustainability, 12(17), 6926. Mooney, K. & Rollins, N. (2010). Open brand: When push comes to pull in a web-made world, Peachpit Press. Myers, M. (1997). Qualitative research in information systems. MIS Quarterly, 21. https://doi.org/10.2307/249422 Nair, J., Pahurkar, R. & Phule, S. (2019). Changing face of the outsourcing industry in a VUCA world: Learning and development organizations the new frontier. International Journal for Research in Engineering Application & Management. Parker, G. G., Van Alstyne, M. W. & Choudary, S. P. (2016). Platform revolution: How networked markets are transforming the economy? and how to make them work for you. WW Norton & Company. Parker, G. & Van Alstyne M. (2018). Platform strategy. In: Augier M., Teece D.J. (eds) The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan, London. Poell, T., Nieborg, D. & Van Dijck, J. (2019). Platformisation. Internet Policy Review, 8(4), 1–13. Poerwadi, S., Suyanto, M., Hidayat, A., Purwadi, P. & Eq, Z. M. (2020). Influence of brand extention strategy, brand image and brand trust on coffee product’s brand equity. International Journal of Marketing Studies, 11(3), 1–26. Reillier, L. C. & Reillier, B. (2017). Platform strategy: How to unlock the power of communities and networks to grow your business. Taylor & Francis. Rietveld, J., Schilling, M. A. & Bellavitis, C. (2019). Platform strategy: Managing ecosystem value through selective promotion of complements. Organization Science, 30(6), 1232–1251. Ross, A. & Lofthouse, G. (2005). Reputation: Risk of risks. Economist Intelligence Unit. Sarkar, S. & Banerjee, S. (2019). Brand co-creation through triadic stakeholder participation: A conceptual framework based on literature review. European Business Review, 31(5), 585-609. Sharafi Farzad, F., Kolli, S., Soltani, T. & Ghanbary, S. (2019). Digital brands and web 3.0 enterprises: Social Network analysis and thematic analysis of user activities and behavioral patterns in online retailers. AD-minister, 34, 119–138. Song, J., Jamous, N. & Turowski, K. (2019). A dynamic perspective: local interactions driving the spread of social networks. Enterprise Information Systems, 13(2), 219–235. Sotiropoulos, V. (2003). Luxury fashion brands: the impact of embodied imagery on brand responses. Concordia University. Srnicek, N. (2017). Platform capitalism. John Wiley & Sons. Stoll, J. (2021). Netflix’s revenue Q1 2013-Q1 2021. Statista. https://www.statista.com/statistics/273883/netflixs-quarterly-revenue Teichert, T. A. & Schöntag, K. (2010). Exploring consumer knowledge structures using associative network analysis. Psychology & Marketing, 27(4), 369–398. Thellefsen, T. & Sørensen, B. (2015). What brand associations are. Sign Systems Studies, 43, 191. https://doi.org/10.12697/SSS.2015.43.2-3.03 Tiwana, A. (2013). Platform ecosystems: Aligning architecture, governance, and strategy. Newnes. Tolstelova, K. (2016). Brand value co-creation and the role of consumers in brand development on social media. State University of New York. Torres, P. & Augusto, M. (2019). Building resilience to negative information and increasing purchase intentions in a digital environment. Journal of Business Research, 101, 528–535. Van Dijck, J., Poell, T. & De Waal, M. (2018). The platform society: Public values in a connective world. Oxford University Press. Vázquez-Casielles, R., Iglesias, V. & Varela-Neira, C. (2017). Co-creation and service recovery process communication: effects on satisfaction, repurchase intentions, and word of mouth. Service Business, 11(2), 321–343. Von Rimscha, M. B. (2020). Management and economics of media and communication–History and definition of the field. In P. J. Schulz & P. Cobley (Eds.), Management and Economics of Communication (pp. 1–18). De Gruyter Mouton. Weerawardena, J. & Previte, J. (2017). Non-profit brand fragility: Perspectives on challenges: an abstract. Academy of Marketing Science World Marketing Congress, 165–166. Yi, Y. & Gong, T. (2013). Customer value co-creation behavior: Scale development and validation. Journal of Business Research, 66(9), 1279–1284. Yu, X. (2020). Brand crisis: what influences customers’ motivation to defend a brand. University of Twente. Zarei, A. & Bagheri Garbollagh, H. (2021). Reflection on the antecedents of resilience to negative information among the consumers of digital goods. Journal of Business Management, 13(1), 228-246. (in Persian) Zarei, A., Feiz, D. & Moradi, H. (2020). Promoting consumer loyalty and resilience to negative information through brand identity sub-components: an empirical investigation in the luxury electronics goods. Journal of Islamic Marketing. | ||
|
آمار تعداد مشاهده مقاله: 768 تعداد دریافت فایل اصل مقاله: 705 |
||