Marcus Schögel
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Schögel
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Marcus
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marcus.schoegel@unisg.ch
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+41 71 224 2833
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  • Publication
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/116481
  • Publication
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/100647
  • Publication
    Type: conference paper
    Journal: Proceedings of the European Marketing Association 47th Annual Conference
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/101330
  • Publication
    Spillover effects of online social cues: Field evidence from the service industry
    (European Marketing Association, 2016-05-24)
    Herhausen, Dennis
    ;
    Emrich, Oliver
    ;
    Schögel, Marcus
    ;
    Bruch, Heike
    Previous research studied the impact of online social cues (i.e., references on websites to persons or social situations) on website perceptions. Here, we study whether online social cues may additionally create a spillover to the physical channel. We propose that online social cues on the website attributed to service employees can strengthen perceived service quality of service employees, and that the strength of this effect is determined by media richness. We test our predictions with multisource data from a sample of 113 service firms, including two samples of customers for each of the firms. We find that the effects of online social cues of service employees are strengthened by the use of rich media, and that online social cues increase customer loyalty through service quality perceptions of service employees but not through service quality perceptions of the website. Thus, the effects of online social cues are underestimated if their spillover to physical channels is neglected.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/104342
  • Publication
    Managing Digital Interactions: Distinctive Capabilities and the Influence of the Organizational Model
    (American Marketing Association, 2016-02-26)
    Mrkwicka, Kirsten
    ;
    Schögel, Marcus
    Research Question While a Facebook page or Twitter channel are easily set up, firms need distinctive capabilities to manage digital interactions. Extant research reinforces the call for new capabilities but to date has provided little advice how firms can develop and sustain relevant capabilities. A key determinant of a firm's capabilities is its organizational model. Yet, business practice reveals surprisingly different organizational approaches - from junior Social Media Managers to senior-level Chief Digital Officers. To address the identified research gap and support organizational decision-making, the present study aims to investigate how different organizational models influence a firm's capabilities to manage digital interactions. Method and Data To investigate how different organizational models influence a firm's capabilities to manage digital interactions, we have followed the discovery-oriented research approach: First, we have combined exploratory findings from a series of expert interviews and top management workshops with extant research to specify key constructs in managing digital interactions. Then, we have conducted six case studies to investigate the impact of organizational dimensions on interaction-related capabilities in depth. As part of the case analyses, we have interviewed 30 informants from different hierarchical levels and functions (3-7 per firm), observed the firms' actual activities in interactive digital media, and collected additional internal and external documents. Summary of Findings The present study helps to promote the understanding of distinctive capabilities to manage digital interactions and of their organizational determinants: Foremost, our exploratory findings suggest that the management of digital interactions builds on seven specific activities ? content development, community management, consumer integration, customer service, monitoring, analytics, and strategic development. These activities help to define relevant capabilities and to distinguish between different organizational models. Based on dominant patterns in the functional allocation, our case study findings propose a typology of three organizational models: In the centralized model, the majority of digital responsibilities are pooled in marketing, communications, or sales. The collaborative model has distributed select tasks while maintaining a central hub for coordination. The integrated model has merged all digital responsibilities into existing functions and processes. Regarding the influence of organizational models on selected firm capabilities, direct comparison suggests that the collaborative model best support a firm's content development, community management, and monitoring capabilities. The other two models face different organizational constraints. Key Contributions For future research on digital interactions, the present study suggests consideration of both market and interaction orientation literature to capture individual and aggregate user perspectives. Besides, the integrated functional and activity-based organizational analysis helps to refine prior frameworks. Finally, the emergent organizational typology has provided a basis to discuss and conceptualize the influence of the organizational model on selected capabilities for future empirical validation. From a business perspective, the identified distinctive activities define starting points to develop capabilities in managing digital interactions. The characteristics of the three dominant organizational models highlight specific strengths, weaknesses, and general need for action. In addition, the exemplary discussion of organizational effects on content development, community management, and monitoring capabilities has also pointed to a number of specific managerial levers.
    Type: conference paper
    Journal: AMA Educators Proceedings
    Volume: Volume 27
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/104641
  • Publication
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/106613
  • Publication
    Organizational Antecedents of Responsive and Proactive Customer Orientation
    (European Marketing Academy, 2014-06-03)
    Oral, Cansu
    ;
    Thaper, Carla
    ;
    Herhausen, Dennis
    ;
    Schögel, Marcus
    Firms gain a competitive advantage by innovating and creating superior value for their customers. Prior studies revealed that customer orientation affects innovativeness and customer value positively. Customer orientation can either be responsive (RCO) or proactive (PCO). Until now, studies have neglected differences between the antecedents of RCO and PCO. Thus, this paper investigates potential antecedents and their relative impact on PCO and RCO. Results of a survey among 365 managers illustrate that firms should focus on strategy communication, decentralization, customer-oriented leadership, and a customer interaction culture to improve their RCO, while data intelligence and new customer knowledge levers PCO. Firms might either invest in the levers of PCO to foster their innovativeness or in those of RCO to strengthen customer value. Both innovativeness and customer value affect financial performance positively.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86836
  • Publication
    Type: conference paper
    Journal: AMA Educators Proceedings
    Volume: Volume 24
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/89618
  • Publication
    Diffusing Strategy Implementation Throughout the Organization: Adopting a Social Learning Lens
    (SMS Strategic Management Society, 2013-09-30)
    Herhausen, Dennis
    ;
    Morgan, Robert E.
    ;
    De Luca, Luigi
    ;
    Schögel, Marcus
    Well-formulated strategies only result in superior returns for an organization when they are implemented successfully. We examine the dissipative processes underlying the role of relationship quality (leader-member exchange and team-member exchange) through to the individual level of the strategy implementation process. We propose a contingent model based on social learning theory using data generated from a retail bank. Using hierarchical linear modeling, we find that social exchange relationships embedded in a work team setting influence individual employee's strategy implementation support. Namely, the higher an employee's leader-member exchange, the stronger is the positive relationship between supervisor modeling behavior and team member strategy support. Additionally, the higher an employee's team-member exchange, the stronger the positive relationship between work team strategy support and individual strategy support.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88661
  • Publication
    Strategy Implementation as Social Exchange : A Processual Analysis of Multi-Level Exigencies
    (Academy of Management, 2013-08-09)
    Herhausen, Dennis
    ;
    Morgan, Robert E.
    ;
    De Luca, Luigi
    ;
    Schögel, Marcus
    Well-formulated and appropriate strategies only result in superior returns for an organization when they are implemented successfully. Although a notable volume of literature has been published on the strategy implementation process, past research has neglected the role of relationship quality (leader-member exchange and team-member exchange) at the individual level of strategy implementation. We propose a contingent model based on social learning theory and examine the strategy implementation process within a retail bank. Using hierarchical linear modeling, we find that social exchange relationships embedded in a work team setting influence individual employee's strategy implementation support. Namely, the higher an employee's leader-member exchange, the stronger is the positive relationship between supervisor modeling behavior and team member strategy support. Additionally, the higher an employee's team-member exchange, the stronger the positive relationship between work team strategy support and individual strategy support.
    Type: conference paper
    DOI: 10.5465/AMBPP.2013.11407abstract
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88881