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We explore the resiliency (i.e., the ability of a system to return to its original state or move to a new desirable state after being disrupted) of traditional lecture-based classes and flipped classes in the face of disruption caused by COVID-19. One flipped class and one traditional lecture-based class, both taught in the Department of Marketing and Supply Chain Management, were selected. For the flipped class, data from the semester prior to and during the pandemic were analyzed, indicating that the flipped class was able to move from face-to-face to online learning with no significant difference in student satisfaction and engagement. Data collected for the traditional lecture-based class indicated significant less student engagement during the transition period from face to face to online learning, but, by the end of the pandemic semester, students had achieved a comparable level of satisfaction and engagement with their online learning environment to students in the flipped class. We conclude that both instructional modalities are resilient, albeit the traditional class had less student engagement when moved online. We suggest that a post COVID-19 policy encouraging faculty to have experience teaching online may be effective in ameliorating future disruptions.

The study empirically examines the effects of managerial ability on customer satisfaction, as well as the role of firm-level and industry-level moderators on the relationship. The effect of customer satisfaction on firm value is also investigated. Managerial ability is assessed as the residual remaining after accounting for the effects of seven key financial variables, while customer satisfaction is derived from the ACSI panel data. The results demonstrate that managerial ability positively affects ex-post customer satisfaction, indicating that more capable managers are better able to satisfy their customers. In turn, customer satisfaction directly influences firm value, as measured by Tobin's q. In terms of moderators, non-service firms more strongly regulate the managerial ability-customer satisfaction link; advertising expenditure and competitive intensity have insignificant roles to play. [ABSTRACT FROM AUTHOR]

In lateral exchange markets, consumers can interact with one another to varying degrees (consociality) along different levels of platform management and involvement (platform intermediation). Applying agency theory and attribution of blame, two experimental studies investigate blame for service failures and remediating effects of service recovery strategies in the context of lateral exchange markets. The findings suggest that consumers are more likely to become upset and blame the platform when consociality is low; this is especially true when platform intermediation is high. Moreover, partial refunds are a more effective service recovery strategy than apologies when intermediation is low (i.e. enablers). However, when intermediation is high (i.e. hubs), partial refunds are no more effective than apologies. These findings carry important implications for managers of lateral exchange platforms when facing service failures in knowing when consumers attribute the most blame to platforms and how to best retain patrons without unduly compromising profitability. [ABSTRACT FROM AUTHOR]

With the explosion of online exchange of products, the sharing economy is experiencing ever‐increasing growth. Despite the increasing popularity of lateral exchange market platforms as part of the sharing economy, research has not yet adequately investigated cultural effects on how consumers' intentions to purchase products on these platforms. Using two studies, this paper examines whether consumers high in individualism versus consumers high in collectivism respond differently to platforms with low versus high consociality and how individualistic and collectivistic consumers respond differently to two types of promotions that relate to self‐maximization. Findings in Study 1 indicated that consumers high in individualism (collectivism) have higher patronage intentions toward a platform low (high) in consociality. Findings in Study 2 suggested that in the presence of a promotion, collectivistic consumers respond comparably to promotional types across platforms, whereas individualistic consumers respond more positively to collective (individual) promotions when consociality is low (high). Further, felt commitment to others as a result of the consociality/promotional type relationship explains these effects. Theoretical and managerial implications are discussed. [ABSTRACT FROM AUTHOR]