Stijn M. J. van Osselaer

How do you respond when receiving advice from somebody with the argumentation “my gut tells me so” or “this is what my intuition says”? Most likely, you would find this justification insufficient and disregard the advice. Are there also situations where people do appreciate such intuitive advice and change their opinion accordingly? A growing number of authors write about the power of intuition in solving problems, showing that intuitively made decisions can be of higher quality than decisions based on analytical reasoning. We want to know if decision makers, when receiving advice based on an intuitive cognitive process, also recognize the value of such advice. Is advice justified by intuition necessarily followed to a lesser extent than an advice justified by analysis? Furthermore, what are the important factors influencing the effect of intuitive justification on advice taking? Participants across three studies show that utilization of intuitive advice varies depending on advisor seniority and type of task for which the advice is given. Summarizing, the results suggest that decision makers a priori doubt the value of intuitive advice and only assess it as accurate if other cues in the advice setting corroborate this. Intuitively justified advice is utilized more if it comes from a senior advisor. In decision tasks with experiential products, intuitively justified advice can even have more impact than analytically justified advice. Copyright © 2013 John Wiley & Sons, Ltd.

In an increasingly globalized marketplace, it is common for marketing researchers to collect data from respondents who are not native speakers of the language in which the questions are formulated. Examples include online customer ratings and internal marketing initiatives in multinational corporations. This raises the issue of whether providing responses on rating scales in a person's native versus second language exerts a systematic influence on the responses obtained. This article documents the anchor contraction effect (ACE), the systematic tendency to report more intense emotions when answering questions using rating scales in a nonnative language than in the native language. Nine studies (1) establish ACE, test the underlying process, and rule out alternative explanations; (2) examine the generalizability of ACE across a range of situations, measures, and response scale formats; and (3) explore managerially relevant and easily implementable corrective techniques.

Prevailing wisdom assumes that female consumers are more loyal than male consumers. The authors report conditions under which the reverse is found, depending on the object of customer loyalty. For example, whereas female consumers tend to be more loyal than male consumers to individuals, such as individual service providers, this difference is reversed when the object of loyalty is a group of people. The authors find a similar crossover interaction effect for loyalty to individual employees versus loyalty to companies. This effect is mediated by self-construal in terms of relational versus collective interdependence. The authors discuss the managerial and theoretical implications of these gender differences.