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A CONSUMER-BASED ASSESSMENT OF ALLIANCE PERFORMANCE: AN EXAMINATION OF CONSUMER VALUE, SATISFACTION AND POST-PURCHASE BEHAVIOR

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Date Issued:
2005
Abstract/Description:
Strategic alliances have become a recognized strategy used by firms in the pursuit of their diverse organizational objectives. Consequently, the literature on alliances is replete with research investigating the value strategic alliances generate for participating organizations. Strategic alliances have been shown to contribute to firm value through numerous sources, including scale economies, effective risk management, cost efficient market entries, and learning from partners. Largely overlooked in the literature however, are issues investigating the relationship between strategic alliances and one of the organization's most important constituents, the consumer. Questions such as how the consumer reacts to inter-firm alliances, how strategic alliances impact consumer value, satisfaction, and customer post-purchase behavior have yet to be answered. This lacuna has been recently highlighted by prominent researchers in the discipline (Rindfleisch and Moorman 2003). Focusing on marketing alliances, the present dissertation attempts to address this gap in the alliance literature by advancing and testing a theoretical framework examining consumers' cognitive, affective, and behavioral reactions to organizational strategic alliances. The dissertation also contributes to the satisfaction literature. Scholars in this area have traditionally viewed satisfaction as a cognitive response to the comparison of actual consumption experiences with some comparison standard (confirmation/disconfirmation paradigm). Recently however, there have been increasing calls for satisfaction measures to capture not just how the customer thinks the product performed relative to the comparison standard, but also the resulting customer emotion. The study provides additional support of an affective route to customer satisfaction, particularly when customer hedonic value is enhanced. Moreover, the association between customer satisfaction and behavioral outcomes is also examined. While prior research shows that satisfaction is positively related to loyalty and word of mouth and negatively related to intentions to switch, it was found that these relationships are even stronger in the presence of alliances. The results of this dissertation provide important theoretical and managerial insights. The strategic alliance literature is enhanced insofar as this is the first effort aimed at investigating the impact of strategic alliances on the consumer. The study examines the relationship between marketing alliances and customer value, particularly utilitarian and hedonic value, as well as the moderating role of alliance type (functional or symbolic) in this relationship. From a managerial perspective, engaging in strategic alliances is strategically critical and costly. By providing insight into how alliances enhance consumer value, and how in turn value enhancement is related to customer satisfaction and behavioral outcomes, the present research will help managers make more appropriate and better-informed alliance decisions.
Title: A CONSUMER-BASED ASSESSMENT OF ALLIANCE PERFORMANCE: AN EXAMINATION OF CONSUMER VALUE, SATISFACTION AND POST-PURCHASE BEHAVIOR.
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Name(s): Mouri, Nacef, Author
Ganesh, Jai, Committee Chair
University of Central Florida, Degree Grantor
Type of Resource: text
Date Issued: 2005
Publisher: University of Central Florida
Language(s): English
Abstract/Description: Strategic alliances have become a recognized strategy used by firms in the pursuit of their diverse organizational objectives. Consequently, the literature on alliances is replete with research investigating the value strategic alliances generate for participating organizations. Strategic alliances have been shown to contribute to firm value through numerous sources, including scale economies, effective risk management, cost efficient market entries, and learning from partners. Largely overlooked in the literature however, are issues investigating the relationship between strategic alliances and one of the organization's most important constituents, the consumer. Questions such as how the consumer reacts to inter-firm alliances, how strategic alliances impact consumer value, satisfaction, and customer post-purchase behavior have yet to be answered. This lacuna has been recently highlighted by prominent researchers in the discipline (Rindfleisch and Moorman 2003). Focusing on marketing alliances, the present dissertation attempts to address this gap in the alliance literature by advancing and testing a theoretical framework examining consumers' cognitive, affective, and behavioral reactions to organizational strategic alliances. The dissertation also contributes to the satisfaction literature. Scholars in this area have traditionally viewed satisfaction as a cognitive response to the comparison of actual consumption experiences with some comparison standard (confirmation/disconfirmation paradigm). Recently however, there have been increasing calls for satisfaction measures to capture not just how the customer thinks the product performed relative to the comparison standard, but also the resulting customer emotion. The study provides additional support of an affective route to customer satisfaction, particularly when customer hedonic value is enhanced. Moreover, the association between customer satisfaction and behavioral outcomes is also examined. While prior research shows that satisfaction is positively related to loyalty and word of mouth and negatively related to intentions to switch, it was found that these relationships are even stronger in the presence of alliances. The results of this dissertation provide important theoretical and managerial insights. The strategic alliance literature is enhanced insofar as this is the first effort aimed at investigating the impact of strategic alliances on the consumer. The study examines the relationship between marketing alliances and customer value, particularly utilitarian and hedonic value, as well as the moderating role of alliance type (functional or symbolic) in this relationship. From a managerial perspective, engaging in strategic alliances is strategically critical and costly. By providing insight into how alliances enhance consumer value, and how in turn value enhancement is related to customer satisfaction and behavioral outcomes, the present research will help managers make more appropriate and better-informed alliance decisions.
Identifier: CFE0000744 (IID), ucf:46594 (fedora)
Note(s): 2005-12-01
Ph.D.
Business Administration, Department of Marketing
Doctorate
This record was generated from author submitted information.
Subject(s): Marketing alliances
value
satisfaction
word of mouth
loyalty
Persistent Link to This Record: http://purl.flvc.org/ucf/fd/CFE0000744
Restrictions on Access: public
Host Institution: UCF

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