Conclusions and theoretical and managerial implications
| Conclusions | Theoretical and managerial implications |
|---|---|
| Customers post fake reviews due to IM and EM, categorized under emotional and reciprocity themes. Fear is identified as a new EM, while ranting is a new IM | Managers can curb fake reviews by leveraging SDT insights to understand consumer motivations, including fear and ranting. Platforms should enhance consumer engagement to prevent negative emotional outbursts |
| Prosocial, product as a reward and monetary reward are the most prominent motives for posting fake reviews | Using ranking mechanisms to identify prominent motivations behind fake reviews, managers can focus on primary motivations to implement targeted strategies and efficient countermeasures |
| Enhancing AI-driven detection, educating consumers and strengthening seller accountability can reduce fake reviews, protecting consumer trust | Brands can curb fake reviews by educating consumers, enhancing transparency, using AI-driven detection, strengthening customer relationships and enforcing stricter policies with penalties to deter fake reviews and promote ethical practices |
| Conclusions | Theoretical and managerial implications |
|---|---|
| Customers post fake reviews due to | Managers can curb fake reviews by leveraging |
| Prosocial, product as a reward and monetary reward are the most prominent motives for posting fake reviews | Using ranking mechanisms to identify prominent motivations behind fake reviews, managers can focus on primary motivations to implement targeted strategies and efficient countermeasures |
| Enhancing AI-driven detection, educating consumers and strengthening seller accountability can reduce fake reviews, protecting consumer trust | Brands can curb fake reviews by educating consumers, enhancing transparency, using AI-driven detection, strengthening customer relationships and enforcing stricter policies with penalties to deter fake reviews and promote ethical practices |
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