Although it appears increasingly important yet potentially challenging to attract customers to physical stores, location-based messaging, i.e., delivering mobile phone messages using data about the recipient's location when that recipient is near the sender, has been said to enable such attraction. Still, existing studies offer very limited insight into which particular location-based persuasion approach retailers should use. Drawing on persuasion theory, this exploratory study aims to investigate and compare the potential of two discrepant persuasion techniques (scarcity and social proof) to influence customers' experiences and thereby stimulate them to visit the retailer's physical store. A factorial survey design was applied to test the research model. Data were collected from a sample of actual customers of a Dutch fashion retailer (n = 579). The results suggest that scarcity is a more effective persuasion technique in the studied context than social proof; scarcity-focused messages appear to be experienced as more informative, more entertaining and less irritating, seem to be valued more because of this, and are thus more likely to incline customers to visit the store. We discuss these findings and their implications for theory as well as for practice.
The capacity to deal with digital transformation is a valuable asset for established organizations, and employees play a crucial role in this process. This study contributes to the understanding of employees’ sensemaking of digital transformation in the tour operating industry. Using prior digital transformation research, construal-level theory (CLT), and dynamic change perspectives, our scholarly work focuses on the complexities of organizational change in a digital transformation context. Although employees generally support digital transformation, our findings show that their perceptions change over time across a range of specific challenges experienced during the employee change journey. Our findings stress the importance of adopting a social exchange lens in digital transformation knowledge as this represents deep structure change that might cause well-designed transformation processes to fail. Implications for hospitality and tourism management are discussed.
‘The fear of crime’ is “upon everybody’s tongue” nowadays (Farrall & Gadd 2004:1). The concept is widely accepted as social problem across the globe (Gray, Jackson & Farrall 2008, Garland 2001) as it is held to impinge ‘(…) upon the well-being of a large proportion of the population’ (Farralll et al. 1997:658). But do we actually have a valid picture of a genuine ‘social problem of striking dimensions’ (Ditton 1999:83)? Critical voices say we don’t. ‘The fear of crime’ - as we generally know it - is seen by them as ‘(…) a product of the way it has been researched rather than the way it is’ (Farrall et al. 1997:658). And still, 45 years after the start of research, ‘surprisingly little can be said conclusively about the fear of crime‘ (Ditton & Farrall 2000:xxi). This research contributes to a growing body of knowledge - from especially the last fifteen years - that treats ‘the fear of crime’ as ‘(…) a complex allocation of interacting feelings, perceptions, emotions, values and judgments on the personal as well as the societal level’ (Pleysier 2010:43). One often replicated and paradoxical observation catches the eye: citizens perceive a growing threat of crime to their society, but consequently perceive a low risk that they themselves will fall victim of crime. Taking a social psychological approach (e.g. see Farrall et al. 2000; Jackson 2008), we will search for suitable explanations for this paradoxical observation in the fear of crime’s research tradition. The aim of this research is ‘to integrate social psychological concepts related to the individual’s identity and evaluation of his position in an increasingly complex society, to enhance our understanding of the fear of crime concept’ (Pleysier & Cops 2016:3).
