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Linda D. Hollebeek and David E. Sprott

We are delighted to present the Handbook of Research on Customer Engagement to you, which offers a selection of contemporary readings in this rapidly developing research area. Since its initial inclusion on the Marketing Science Institute’s 2010 Research Priorities, the topic area has grown intensely with important advances being made with respect to customer engagement (CE) conceptualization, measurement, as well as studies conducted in particular areas of CE application (see e.g. Kumar et al. 2019; Kumar and Pansari 2016; Hollebeek, Srivastava, and Chen 2019). For the period 2018_2020, the MSI has maintained the CE on centrality by inviting future research on the question What are the most effective strategies to drive deeper and lasting customer engagement with the firm? (MSI 2018, p. 3). In parallel, researchers’ growing interest in CE is evident in a significant number of journal Special Issues (e.g. 2017 Journal of the Academy of Marketing Science, 2010 Journal of Service Research, 2018 Journal of Services Marketing), conference Special Sessions, roundtables and other events being organized to foster enhanced understanding of the concept (Brodie et al. 2011).

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Edited by Linda D. Hollebeek and David E. Sprott

Customer engagement is now a critical research priority in contemporary marketing. In this Handbook, a cadre of international scholars offer an overview of current research on this rapidly growing field of study.
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Amela Karahasanović, Linda D. Hollebeek, Dimitra Chasanidou and Calin Gurau

The importance of customer engagement’s (CE) temporal dimension has been acknowledged by both academics and practitioners. CE’s temporal dimension examines the concept’s evolution or lifecycle, which can vary across contexts (e.g. firms, brands). However, despite the growing recognition of CE’s temporality, the effect of its temporal evolution on the service innovation process remains nebulous. In response to this gap, this chapter proposes a service-dominant (S-D) logic-informed model for integrating CE’s temporal evolution in the service innovation process. We commence reviewing key literature in these areas, followed by the development of the framework. Our analyses are supplemented by relevant examples to illustrate the framework’s component concepts and theoretical linkages. Based on our analyses, we identify key gaps that merit further research and deduce important areas of strategic insight for managers. In particular, we suggest the importance of investigating how to optimize SI with respect to CE's temporal dimension. Further, we propose further research into the ways in which protocol transparency and visibility can be improved through customers' canonical and participant trajectories, which map users’ ex ante and actual SI-related perceptions.

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Jamid Ul Islam, Zillur Rahman and Linda D. Hollebeek

Recent advances in information technology have given rise to a progressively networked society where customers are offered a multitude of media options to interact with other consumers and brands. Such increasingly networked ecosystems are also changing the way in which retail services are produced and delivered. As virtual interactivity grows, the probability of online service failures also increases. Consequently, online service recovery is of growing scholarly and practical interest. By adopting a Service-Dominant (S-D) logic lens, this chapter centers on the idea of consumer engagement leveraging to recover from online service failure. That is, we foster insight into consumer engagement’s deployment as a strategic tool to overcome online service recovery issues and ensure the continuation of desired consumer-brand relationships post such failures. Our analyses highlight consumer engagement’s role in driving consumer information sharing and consumer-perceived interactional justice, which in turn contribute to online service recovery. We conclude by addressing key implications that arise from our analyses.

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Julia Marbach, Niloofar Borghei Razavi, Cristiana R. Lages and Linda D. Hollebeek

Until recently, the majority of academic research on customer engagement (CE) has focused on the concept’s positive valence that reflects consumers’ favorable brand-related cognitions, emotions, and behaviors, which typically contribute positively to brand performance. While the existence of negative CE manifestations has been recognized, little is known regarding their particular expressions, characteristics, and position in the broader nomological network, as explored in this chapter. While the antecedents and consequences of unidimensional and multidimensional negatively valenced CE (NVCE) have been explored in the literature, the consequences of multidimensional NVCE, particularly those at the organizational level, remain nebulous, as explored in this chapter. In addition, we examine organizational-level consequences of positively valenced CE (PVCE) that are contrasted to those of NVCE. To achieve these objectives, we first conceptualize positively and negatively valenced CE, followed by an exploration of their respective consequences. We conclude by offering specific managerial recommendations to increase positive CE whilst halting the concept’s negative expressions.

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Linda D. Hollebeek, Jamid Ul Islam, Keith Macky, Takashi Taguchi, Carolyn Costley and Dale Smith

While the consumer engagement (CE) concept is well-documented, little remains known regarding how consumers with differing personality traits engage with brands. This chapter establishes a conceptual linkage between consumers’ Big Five personality traits and their engagement with brands, thereby exploring personality-based CE. Based on an in-depth review, we first conceptualize personality-based engagement styles, which are consumers’ personality trait-driven disposition to think, feel, act, and relate to others in a certain characteristic manner in their brand interactions. Next, we develop a set of research propositions that highlight personality trait-based differences in consumer engagement styles. We conclude with an overview of key theoretical and managerial implications arising from this research.