|Publication type:||Conference other|
|Type of review:||Not specified|
|Title:||How punishment and reward increase customer acceptance of demand response in the energy industry|
|Published in:||Academy of Management Proceedings|
|Conference details:||74th Annual Meeting of the Academy of Management, Philadelphia, USA, 1-5 August 2014|
|Publisher / Ed. Institution:||Academy of Management|
|Abstract:||Following national and international policy guidelines for energy efficiency and in order to optimize supply and demand, electric utilities introduce demand response programs (DR). However firms struggle how to best help consumers to accept these programs. In the light of recent theories of decision-making that favour heuristic over information-based decision strategies, the paper at hand investigates the role of punishment and reward for consumer acceptance of DR. We find that although electric utilities design DR programs mostly based on rewards (assumingly in fear of consumer loyalty), DR regimes based on punishment appear more effective, without jeopardizing loyalty of consumers. Thus, in the light of prospect theory our data indicates that if firms help customers to avoid a loss in form of a punishment this has a larger positive impact on the intended behaviour than if firms help customers to gain a reward. Implications for practice and especially a demand-based view on environmental management apply.|
|Fulltext version:||Published version|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Organisational Unit:||Institute of Innovation and Entrepreneurship (IIE)|
|Appears in collections:||Publikationen School of Management and Law|
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