David B. Dose is Associate Professor of Marketing at the University of Exeter Business School. Previously, David worked at Aston Business School, the University of Jena (Germany) and the University of Koblenz (Germany). David’s research focuses on how incentives affect consumer behaviour as well as (im)moral and sustainable consumption behaviour. His research has been published in world-leading marketing journals such as the Journal of the Academy of Marketing Science, Journal of Consumer Psychology or Journal of Service Research. David has worked and continues working with companies in various industries, for example services companies, brick-and-mortar and online retailers and media companies.
David received an MSc from the University of Koblenz (with Distinction) and his PhD from the University of Jena (summa cum laude), where he won an award for the best doctoral dissertation. He also studied at Copenhagen Business School and was a Visiting Scholar at Florida State University. David is a Senior Fellow of the Higher Education Academy.
Qualifications
- PhD (University of Jena)
- MSc Information Management (University of Koblenz)
- BSc (University of Koblenz)
- Senior Fellow of the Higher Education Academy
Research interests
- Effectiveness of incentives
- Moral and immoral consumption behavior
- Sustainable consumption
David has two major streams of research. The first research stream explores the effectiveness of (monetary) incentives. In particular, David’s work focuses on the detrimental effects incentives can have on behavior. The second research stream examines moral and immoral behavior from a consumer perspective as well as sustainable consumption. David is especially interested in consumers’ moral judgment and decision-making.
Key publications | Publications by category | Publications by year
Publications by category
Journal articles
Dose DB, Walsh G, Beatty SE, Elsner R (2019). Unintended reward costs: the effectiveness of customer referral reward programs for innovative products and services.
Journal of the Academy of Marketing Science,
47(3), 438-459.
Full text.
DOI.
Schwabe M, Dose DB, Walsh G (2018). Every Saint has a Past, and Every Sinner has a Future: Influences of Regulatory Focus on Consumers’ Moral Self-Regulation.
Journal of Consumer Psychology,
28(2), 234-252.
Full text.
DOI.
Dose D, Walsh G, Ruvio A, Segev S (2018). Investigating links between cultural orientation and culture outcomes: Immigrants from the former Soviet Union to Israel and Germany.
Journal of Business Research,
82, 281-289.
Full text.
DOI.
Walsh G, Northington WM, Hille P, Dose D (2015). Service employees' willingness to report complaints scale: Cross-country application and replication.
Journal of Business Research,
68(3), 500-506.
Full text.
DOI.
Walsh G, Yang Z, Dose D, Hille P (2014). The Effect of Job-Related Demands and Resources on Service Employees’ Willingness to Report Complaints.
Journal of Service Research,
18(2), 193-209.
Abstract:
The Effect of Job-Related Demands and Resources on Service Employees’ Willingness to Report Complaints
Service employees’ willingness to report complaints (WRC) is an important determinant of firms’ long-term growth. Despite its importance, we know little about the factors that drive or hinder employees’ WRC. Drawing on the job demands-resources (JDR) model, we propose job resources (supervisor support and employee empowerment) and job demands (perceived customer unfriendliness and workload) as antecedents of WRC. We also examine the mediational role of organizational commitment and customer orientation, and the moderating role of country, in the effect of JDR variables on WRC. Using data from German and Chinese service employees, we show that supervisor support and workload positively affect WRC, whereas employee empowerment and customer unfriendliness negatively affect it. Thus, contradictory to the prevailing assumption that job resources help employees achieve work goals and that job demands inhibit their achievement, we show job resources (supervisor support) and demands (workload) can enhance WRC, whereas other job resources (employee empowerment) and demands (customer unfriendliness) have inhibiting effects. Organizational commitment and customer orientation mediate the impact of all JDR variables on WRC except empowerment. Furthermore, supervisor support has a more positive, while empowerment and customer unfriendliness have a more negative effect for German than for Chinese service employees. Service managers may influence WRC by managing job resources, job demands, and employee-company and employee-customer interfaces. Besides, employees from individualistic countries (Germany) are more sensitive to the JDR environment than those from collectivistic countries (China). Thus, managing job resources and demands may reap more benefits in the form of enhanced WRC in individualistic than in collectivistic countries.
Abstract.
Full text.
DOI.
Publications by year
2019
Dose DB, Walsh G, Beatty SE, Elsner R (2019). Unintended reward costs: the effectiveness of customer referral reward programs for innovative products and services.
Journal of the Academy of Marketing Science,
47(3), 438-459.
Full text.
DOI.
2018
Schwabe M, Dose DB, Walsh G (2018). Every Saint has a Past, and Every Sinner has a Future: Influences of Regulatory Focus on Consumers’ Moral Self-Regulation.
Journal of Consumer Psychology,
28(2), 234-252.
Full text.
DOI.
Dose D, Walsh G, Ruvio A, Segev S (2018). Investigating links between cultural orientation and culture outcomes: Immigrants from the former Soviet Union to Israel and Germany.
Journal of Business Research,
82, 281-289.
Full text.
DOI.
2015
Walsh G, Northington WM, Hille P, Dose D (2015). Service employees' willingness to report complaints scale: Cross-country application and replication.
Journal of Business Research,
68(3), 500-506.
Full text.
DOI.
2014
Walsh G, Yang Z, Dose D, Hille P (2014). The Effect of Job-Related Demands and Resources on Service Employees’ Willingness to Report Complaints.
Journal of Service Research,
18(2), 193-209.
Abstract:
The Effect of Job-Related Demands and Resources on Service Employees’ Willingness to Report Complaints
Service employees’ willingness to report complaints (WRC) is an important determinant of firms’ long-term growth. Despite its importance, we know little about the factors that drive or hinder employees’ WRC. Drawing on the job demands-resources (JDR) model, we propose job resources (supervisor support and employee empowerment) and job demands (perceived customer unfriendliness and workload) as antecedents of WRC. We also examine the mediational role of organizational commitment and customer orientation, and the moderating role of country, in the effect of JDR variables on WRC. Using data from German and Chinese service employees, we show that supervisor support and workload positively affect WRC, whereas employee empowerment and customer unfriendliness negatively affect it. Thus, contradictory to the prevailing assumption that job resources help employees achieve work goals and that job demands inhibit their achievement, we show job resources (supervisor support) and demands (workload) can enhance WRC, whereas other job resources (employee empowerment) and demands (customer unfriendliness) have inhibiting effects. Organizational commitment and customer orientation mediate the impact of all JDR variables on WRC except empowerment. Furthermore, supervisor support has a more positive, while empowerment and customer unfriendliness have a more negative effect for German than for Chinese service employees. Service managers may influence WRC by managing job resources, job demands, and employee-company and employee-customer interfaces. Besides, employees from individualistic countries (Germany) are more sensitive to the JDR environment than those from collectivistic countries (China). Thus, managing job resources and demands may reap more benefits in the form of enhanced WRC in individualistic than in collectivistic countries.
Abstract.
Full text.
DOI.
External positions
- Member of the American Marketing Association (AMA)
- Member of the Association for Consumer Research (ACR)
- Member of the Academy of Marketing Science (AMS)
In my teaching, I try to create stimulating, supportive, active, and applied learning environments in partnership with my students. To this end, I generally make use of active and problem-based learning methods with a strong link to my own research and various embedded practical applications, such as peer directed group work, case studies, gamification technologies, field trips or examples from my own research.
Modules
2021/22
