Success Factors for the Export of Barberry: Perceptions of Iranian Export Firms
In: AIB MENA 3rd Annual Conference (Academy of International Business Middle East & North Africa Chapter), American University in Cairo, January 12-14, 2013.
69 Ergebnisse
Sortierung:
In: AIB MENA 3rd Annual Conference (Academy of International Business Middle East & North Africa Chapter), American University in Cairo, January 12-14, 2013.
SSRN
Working paper
In: International Conference on Leadership, Management and Strategic Development, 13-15 May, 2013, St. Thomas, US Virgin Islands, Caribbean.
SSRN
Working paper
In: Asia Pacific journal of marketing and logistics, Band 20, Heft 4, S. 413-432
ISSN: 1758-4248
PurposeThe purpose of this paper is to examine the use of environmental scanning (ES) in the new product development (NPD) process among small and medium enterprises (SMEs) in the Thai food processing industry. This study also shows that more extensive use of ES improves new product (NP) performance, and that perception of higher technology turbulence increases usage of ES.Design/methodology/approachData from a survey of 124 Thai SMEs through statistical package for the social sciences software shows that more extensive acquisition of ES information does improve NP performance.FindingsManagers who perceive more technological turbulence do use ES more extensively. The technology strategy of the company does not have much impact on the use of ES. The results indicate that even SMEs can benefit from ES, a practice more commonly carried out by larger companies. Some SMEs seem to recognize that more turbulent environments require more extensive scanning.Research limitations/implicationsThese results may not hold exactly this way in other industries where technology plays a much greater role. Also, the impact of technology strategy on ES usage would be much more apparent in more technology intensive industries. It is clear that industry context variables should be included in future research to more fully understand the role of ES and NPD outcomes, as well as the factors that encourage companies to use ES more extensively. In addition, the ES impact on NPD outcomes should be examined in conjunction with some of the other determinants of quality NPD process.Originality/valueThe major contributions of the study consist of how comprehensive use of ES makes a significant contribution to NP performance, the findings on the impact of technology strategy, technology turbulence upon ES and the impact of ES upon NPD.
In: The Globalisation of Executives and Economies, S. 201-221
In: Seventh International Conference on Electronic Commerce, Xi'an, China, August 2005, Proceedings pp. 11-18
SSRN
In: The journal of business & industrial marketing, Band 19, Heft 4, S. 267-282
ISSN: 2052-1189
Many companies are shifting their focus away from individual transactions toward developing long‐term, mutually supportive relationships with their customers. Salespeople are the main implementers of such relationships, as they act as the interface between companies and customers. Negotiation is an important part of relationship development, but salespeople's negotiating styles are influenced by culture and the ability to adapt to cultures of specific markets and specific customers. This study proposes a simple conceptual model of how cultural issues at three different levels – national, organizational, individual – influence salespeople's negotiating styles. Qualitative in‐depth interviews were employed to explore the impact of national culture, organizational culture, and individual sales rep competence in dealing with culture on salespeople's negotiating styles.
In: Australasian marketing journal: AMJ ; official journal of the Australia-New Zealand Marketing Academy (ANZMAC), Band 10, Heft 3, S. 59-75
In: International Journal of Bank Marketing 18(7): 315-327
SSRN
In: Journal of Financial Services Marketing 5(2): 99-117 (2000)
SSRN
In: British Food Journal, Band 102 No. 8, Heft 2000
SSRN
In: Asian Academy of Management Journal 5(1): 45-54
SSRN
In: Journal of managerial psychology, Band 13, Heft 5/6, S. 343-358
ISSN: 1758-7778
A typology for assessing managerial roles was used to explore Thai managers' self‐reported use of influence tactics with subordinates. In‐depth interviews were conducted with 16 Thai managers in the Siam Cement Group. Managers who viewed themselves as vision setters tended to use rational persuasion, consultation, and pressure most. Motivator managers used rationality and ingratiation. Analyzer managers used pressure. Task masters used rationality and pressure. However, all types of manager sometimes used other tactics besides the most common ones. Much of this behavior is similar to how managers in studies from the USA behaved. However, Thai managers showed some orientation toward "softer" methods, whether or not the managerial role is typically associated with "soft" or "hard" methods.
In: Journal of Euro Asian Management (Bangkok) 4(3): 19-43
SSRN
In: R & D Enterprise, Asia Pacific, Band 1, Heft 2-3, S. 11-15
In: Journal of International Marketing and Marketing Research 21(3): 145-161
SSRN