Managerial Empathy Facilitates Egocentric Predictions of Consumer Preferences

Johannes Hattula, Walter Herzog, Darren W. Dahl, Sven Reinecke

Research output: Contribution to journalJournal articlepeer-review

Abstract

Common wisdom suggests that managerial empathy (i.e., the mental process of taking a consumer perspective) helps executives separate their personal consumption preferences from those of consumers, thereby preventing egocentric preference predictions. The results of the present investigation, however, show exactly the opposite. First, the authors find that managerial empathy ironically accelerates self-reference in predictions of consumer preferences. Second, managers’ self-referential tendencies increase with empathy because taking a consumer perspective activates managers’ private consumer identity and, thus, their personal consumption preferences. Third, empathic managers’ self-referential preference predictions make them less likely to use market research results. Fourth, the findings imply that when explicitly instructed to do so, managers are capable of suppressing their private consumer identity in the process of perspective taking, which helps them reduce self-referential preference predictions. To support their conclusions, the authors present four empirical studies with 480 experienced marketing managers and show that incautiously taking the perspective of consumers causes self-referential decisions in four contexts: product development, communication management, pricing, and celebrity endorsement.
Original languageEnglish
JournalJournal of Marketing Research
Volume52
Issue number2
Pages (from-to)235-252
Number of pages18
ISSN0022-2437
DOIs
Publication statusPublished - Apr 2015
Externally publishedYes

Keywords

  • Consumer preference predictions
  • Managerial empathy
  • Managers' consumer identity
  • Managerial decision making
  • Responsiveness to market research

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