Pub Date : 2022-08-04DOI: 10.1108/imr-05-2021-0161
Veronika Tarnovskaya, Daniel Tolstoy, Sara Melén Hånell
PurposeThe purpose of this study is to conduct a systematic literature review that illuminates the current state of knowledge regarding the specific approaches by which multinational corporations (MNCs) implement corporate social responsibility (CSR) on the subsidiary level in developing countries.Design/methodology/approachEven though substantial scholarly work has been made to outline MNCs' activities in developing countries, this literature remains fragmented. To support the field in its theoretical as well as empirical advancements, this study conducts a systematic review of this body of literature and content analysis of relevant articles using insights from strategic marketing literature (market driving/proactive and market-driven/reactive approaches).FindingsThe authors synthesize our findings by presenting a taxonomy of proactive/reactive CSR approaches in developing markets along with propositions that can guide future research in this area.Originality/valueAmong the key contributions of this study's literature review is the development of a taxonomy of proactive/reactive CSR, bringing together different and fragmented streams of research and viewing them from strategic marketing (“proactive/reactive”) perspective. The taxonomy and the two ensuing propositions can advance future CSR-related studies with MNCs in focus by providing both theoretical and empirical guidance.
{"title":"Drivers or passengers? A taxonomy of multinationals’ approaches to corporate social responsibility implementation in developing markets","authors":"Veronika Tarnovskaya, Daniel Tolstoy, Sara Melén Hånell","doi":"10.1108/imr-05-2021-0161","DOIUrl":"https://doi.org/10.1108/imr-05-2021-0161","url":null,"abstract":"PurposeThe purpose of this study is to conduct a systematic literature review that illuminates the current state of knowledge regarding the specific approaches by which multinational corporations (MNCs) implement corporate social responsibility (CSR) on the subsidiary level in developing countries.Design/methodology/approachEven though substantial scholarly work has been made to outline MNCs' activities in developing countries, this literature remains fragmented. To support the field in its theoretical as well as empirical advancements, this study conducts a systematic review of this body of literature and content analysis of relevant articles using insights from strategic marketing literature (market driving/proactive and market-driven/reactive approaches).FindingsThe authors synthesize our findings by presenting a taxonomy of proactive/reactive CSR approaches in developing markets along with propositions that can guide future research in this area.Originality/valueAmong the key contributions of this study's literature review is the development of a taxonomy of proactive/reactive CSR, bringing together different and fragmented streams of research and viewing them from strategic marketing (“proactive/reactive”) perspective. The taxonomy and the two ensuing propositions can advance future CSR-related studies with MNCs in focus by providing both theoretical and empirical guidance.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43045761","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-04DOI: 10.1108/imr-08-2021-0250
Kuo-Hsiung Chang
PurposeDrawing on the theoretical model of ability–motivation–opportunity (AMO), the author conceptualizes joint learning as the ability, relational capital as motivation and co-production as an opportunity. The purpose of the study is to explore whether joint learning, relational capital and co-production, representing the constituents of the AMO, can enhance customer responsiveness.Design/methodology/approachThe authors explore three possible configurations of the AMO framework, the additive model (primary effect), the combination model (two-way interactions) and the multiplicative model (a three-way interaction). The model is empirically tested by collecting primary data from 149 manufacturers in the information technology industry from Taiwan. In addition, hierarchical regression analysis was performed to test hypotheses.FindingsThe findings indicate strong support for the additive model, suggesting that joint learning, relational capital and co-production can enhance customer responsiveness, respectively. Also, the results of this study show strong support for the multiplicative model, indicating that the relationship between joint learning and customer responsiveness is positively significant only when both relational capital and co-production are high.Practical implicationsSuppliers can use the findings from this study to develop their joint learning and understand how joint learning in a buyer–supplier relationship enhances customer responsiveness. Specifically, this study guides firms that seek to understand relational capital and co-production seem to support the effectiveness of joint learning.Originality/valueThis study suggests that although joint learning enhances the ability to engage in customer responsiveness, the suppliers need adequate motivation and opportunity to exploit this ability entirely.
{"title":"Why joint learning is not enough: the role of motivation and opportunity for customer responsiveness in the international supply chain partnerships","authors":"Kuo-Hsiung Chang","doi":"10.1108/imr-08-2021-0250","DOIUrl":"https://doi.org/10.1108/imr-08-2021-0250","url":null,"abstract":"PurposeDrawing on the theoretical model of ability–motivation–opportunity (AMO), the author conceptualizes joint learning as the ability, relational capital as motivation and co-production as an opportunity. The purpose of the study is to explore whether joint learning, relational capital and co-production, representing the constituents of the AMO, can enhance customer responsiveness.Design/methodology/approachThe authors explore three possible configurations of the AMO framework, the additive model (primary effect), the combination model (two-way interactions) and the multiplicative model (a three-way interaction). The model is empirically tested by collecting primary data from 149 manufacturers in the information technology industry from Taiwan. In addition, hierarchical regression analysis was performed to test hypotheses.FindingsThe findings indicate strong support for the additive model, suggesting that joint learning, relational capital and co-production can enhance customer responsiveness, respectively. Also, the results of this study show strong support for the multiplicative model, indicating that the relationship between joint learning and customer responsiveness is positively significant only when both relational capital and co-production are high.Practical implicationsSuppliers can use the findings from this study to develop their joint learning and understand how joint learning in a buyer–supplier relationship enhances customer responsiveness. Specifically, this study guides firms that seek to understand relational capital and co-production seem to support the effectiveness of joint learning.Originality/valueThis study suggests that although joint learning enhances the ability to engage in customer responsiveness, the suppliers need adequate motivation and opportunity to exploit this ability entirely.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43046424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-15DOI: 10.1108/imr-01-2022-0016
L. C. Leonidou, B. Aykol, T. Fotiadis, Svetla T. Marinova, P. Christodoulides
PurposeAnchored on the broaden-and-build theory and the circumplex model, the authors develop and test a conceptual model in which satisfaction, influenced by an effective handling of communication, cooperation, conflict, and opportunism, is set as the predictor of inter-partner creativity in the relationship between hotels and their foreign travel agents under the Covid-19 pandemic.Design/methodology/approachThe conceptual model was tested with data collected from 190 randomly selected hotel units located in Greece, using both online and drop-in questionnaire methods. Data were analyzed using SEM analysis.FindingsSatisfaction with the working relationship was found to be enhanced by improving communication and cooperation, as well as by keeping conflict and opportunism at low levels. This was a strong predictor of inter-partner creativity, although less pronounced under high levels of relational distance and rigidity.Research limitations/implicationsThe study should be extended to other country settings, replicated at different levels of crisis severity, and use dyadic data. Additional environmental factors could be used as boundary conditions, while our model could be expanded to include additional drivers and consequences of inter-partner creativity.Practical implicationsTo generate inter-partner creativity, there is a need to maintain high levels of satisfaction through proper communication, enhanced cooperation, conflict minimization, and avoidance of opportunistic actions. Also, to better translate satisfaction into inter-partner creativity, interacting parties should keep distance at low levels, while at the same time demonstrate greater flexibility.Originality/valueThe study unveils the role of effectively managing behavioral factors in inter-firm relationships to develop creative solutions to the Covid-19 crisis challenges, an issue neglected by prior research. The study also sheds light on the contingent effects of distance and rigidity, two important factors moderating relationships under crisis. The study applies for the first time two psychological-based theories, the broaden-and-build theory and the circumplex model, to an international marketing crisis situation.
{"title":"Being creative under the Covid-19 pandemic crisis: the role of effective inter-organizational relationship management","authors":"L. C. Leonidou, B. Aykol, T. Fotiadis, Svetla T. Marinova, P. Christodoulides","doi":"10.1108/imr-01-2022-0016","DOIUrl":"https://doi.org/10.1108/imr-01-2022-0016","url":null,"abstract":"PurposeAnchored on the broaden-and-build theory and the circumplex model, the authors develop and test a conceptual model in which satisfaction, influenced by an effective handling of communication, cooperation, conflict, and opportunism, is set as the predictor of inter-partner creativity in the relationship between hotels and their foreign travel agents under the Covid-19 pandemic.Design/methodology/approachThe conceptual model was tested with data collected from 190 randomly selected hotel units located in Greece, using both online and drop-in questionnaire methods. Data were analyzed using SEM analysis.FindingsSatisfaction with the working relationship was found to be enhanced by improving communication and cooperation, as well as by keeping conflict and opportunism at low levels. This was a strong predictor of inter-partner creativity, although less pronounced under high levels of relational distance and rigidity.Research limitations/implicationsThe study should be extended to other country settings, replicated at different levels of crisis severity, and use dyadic data. Additional environmental factors could be used as boundary conditions, while our model could be expanded to include additional drivers and consequences of inter-partner creativity.Practical implicationsTo generate inter-partner creativity, there is a need to maintain high levels of satisfaction through proper communication, enhanced cooperation, conflict minimization, and avoidance of opportunistic actions. Also, to better translate satisfaction into inter-partner creativity, interacting parties should keep distance at low levels, while at the same time demonstrate greater flexibility.Originality/valueThe study unveils the role of effectively managing behavioral factors in inter-firm relationships to develop creative solutions to the Covid-19 crisis challenges, an issue neglected by prior research. The study also sheds light on the contingent effects of distance and rigidity, two important factors moderating relationships under crisis. The study applies for the first time two psychological-based theories, the broaden-and-build theory and the circumplex model, to an international marketing crisis situation.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46385998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-12DOI: 10.1108/imr-07-2021-0212
Kineta Hung, D. Tse, Terri H. Chan
PurposeBuilding on the scant literature on how foreign subsidiaries strategize Cause-Related-Marketing (CRM) to gain legitimacy and acceptance in host markets, this paper investigated the impact of two CRM components (post-crisis recovery, CSR activities) on subsidiary performance and future opportunities in China, a country whose institutional development lags behind its economic achievements. The study also investigated the moderating effects of strategic mindset and subsidiary empowerment on CRM effects, issues highly relevant to MNCs and their subsidiaries.Design/methodology/approachTo minimize common method variance, the study adopted a multi-informant firm executive survey design that included responses from a director and a manager from 230 foreign subsidiaries operating in China. The director-level respondents assessed Firm Competences, Organizational Ties, Subsidiary Performance and Future Opportunities. The manager-level respondents assessed CSR activities (Legal, Ethical and Philanthropic CSR) and other operational measures.FindingsThe two CRM components affected Subsidiary Performance (sales, shares and profit) and Future Opportunities in different ways as postulated by legitimacy theory. While Post-crisis Recovery enhanced Subsidiary Performance (sales), it could not enhance Future Opportunities by itself unless the subsidiary received headquarters empowerment. Interestingly, only Ethical and Philanthropic CSR activities with enhancement from Strategic Mindset mattered to Future Opportunities.Originality/valueThe research unfolded key elements in how foreign subsidiaries planned CRM strategies to gain legitimacy and acceptance in a host market with less-developed institutions, thereby addressing a gap in the literature. It also showed how firms internalize CRM and became receptive to social sentiments of a significant host market.
{"title":"Gaining legitimacy and host market acceptance: a CRM analysis for foreign subsidiaries in China","authors":"Kineta Hung, D. Tse, Terri H. Chan","doi":"10.1108/imr-07-2021-0212","DOIUrl":"https://doi.org/10.1108/imr-07-2021-0212","url":null,"abstract":"PurposeBuilding on the scant literature on how foreign subsidiaries strategize Cause-Related-Marketing (CRM) to gain legitimacy and acceptance in host markets, this paper investigated the impact of two CRM components (post-crisis recovery, CSR activities) on subsidiary performance and future opportunities in China, a country whose institutional development lags behind its economic achievements. The study also investigated the moderating effects of strategic mindset and subsidiary empowerment on CRM effects, issues highly relevant to MNCs and their subsidiaries.Design/methodology/approachTo minimize common method variance, the study adopted a multi-informant firm executive survey design that included responses from a director and a manager from 230 foreign subsidiaries operating in China. The director-level respondents assessed Firm Competences, Organizational Ties, Subsidiary Performance and Future Opportunities. The manager-level respondents assessed CSR activities (Legal, Ethical and Philanthropic CSR) and other operational measures.FindingsThe two CRM components affected Subsidiary Performance (sales, shares and profit) and Future Opportunities in different ways as postulated by legitimacy theory. While Post-crisis Recovery enhanced Subsidiary Performance (sales), it could not enhance Future Opportunities by itself unless the subsidiary received headquarters empowerment. Interestingly, only Ethical and Philanthropic CSR activities with enhancement from Strategic Mindset mattered to Future Opportunities.Originality/valueThe research unfolded key elements in how foreign subsidiaries planned CRM strategies to gain legitimacy and acceptance in a host market with less-developed institutions, thereby addressing a gap in the literature. It also showed how firms internalize CRM and became receptive to social sentiments of a significant host market.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49337036","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-28DOI: 10.1108/imr-11-2021-0340
D. Griffith, Goksel Yalcinkaya
PurposeThe COVID-19 pandemic highlights the influence that nation-states can have on the engagement of international marketing activities. The purpose of this study is to understand the influence of the institutional response to the COVID-19 pandemic on international marketing activities and to highlight the need to formally incorporate institutional economics into the study of international marketing phenomena.Design/methodology/approachThe paper uses institutional economics as the environmental element of the general theory of competitive rationality to present a foundation for understanding how state actions influence marketing and international marketing activities. Data are presented and empirically tested, demonstrating the heterogeneity of government influence on personal and economic freedoms during the pandemic, both of which influenced international marketing activities. To broaden the implications of this work, we also provide anecdotal illustrations unrelated to the COVID-19 pandemic to demonstrate the breadth of nation-state influence on international marketing activities.FindingsHeterogeneity in nation-state formal and informal institutional elements influence international marketing activities during the COVID-19 pandemic. However, other incidents, unrelated to the COVID-19 pandemic, demonstrate the importance of contextualizing international marketing activities under a holistic institutional framework.Originality/valueThe paper employs the general theory of competitive rationality along with institutional economics to provide a theoretical foundation to better understand the differential impact on international marketing as a result of formal and informal institutional influences. This general framework can be employed to provide a holistic understanding of both international and cross-national marketing activities.
{"title":"The power of institutions on international marketing: reflections on the COVID-19 pandemic can inform international marketing activities","authors":"D. Griffith, Goksel Yalcinkaya","doi":"10.1108/imr-11-2021-0340","DOIUrl":"https://doi.org/10.1108/imr-11-2021-0340","url":null,"abstract":"PurposeThe COVID-19 pandemic highlights the influence that nation-states can have on the engagement of international marketing activities. The purpose of this study is to understand the influence of the institutional response to the COVID-19 pandemic on international marketing activities and to highlight the need to formally incorporate institutional economics into the study of international marketing phenomena.Design/methodology/approachThe paper uses institutional economics as the environmental element of the general theory of competitive rationality to present a foundation for understanding how state actions influence marketing and international marketing activities. Data are presented and empirically tested, demonstrating the heterogeneity of government influence on personal and economic freedoms during the pandemic, both of which influenced international marketing activities. To broaden the implications of this work, we also provide anecdotal illustrations unrelated to the COVID-19 pandemic to demonstrate the breadth of nation-state influence on international marketing activities.FindingsHeterogeneity in nation-state formal and informal institutional elements influence international marketing activities during the COVID-19 pandemic. However, other incidents, unrelated to the COVID-19 pandemic, demonstrate the importance of contextualizing international marketing activities under a holistic institutional framework.Originality/valueThe paper employs the general theory of competitive rationality along with institutional economics to provide a theoretical foundation to better understand the differential impact on international marketing as a result of formal and informal institutional influences. This general framework can be employed to provide a holistic understanding of both international and cross-national marketing activities.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43459631","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-23DOI: 10.1108/imr-12-2021-0365
Xijin Zhong, Weihong Chen, Ge Ren
PurposeWhether and when the innovation aspiration shortfall (e.g. innovation performance lower than aspirations) will affect emerging economy firms (EEFs)' international expansion remains an important unanswered theoretical and practical question.Design/methodology/approachBased on performance feedback theory, this study explores the impact of innovation aspiration shortfall on EEFs' international expansion and the moderating role of CEO origin.FindingsThis study finds that innovation aspiration shortfall has a positive impact on EEFs' international expansion. This study also uncovers that EEFs are less likely to implement international expansion in response to innovation aspiration shortfall when the CEO is a founder than when the CEO is a non-founder, and EEFs are more likely to implement international expansion in response to innovation aspiration shortfall when the CEO is an outsider-CEO than when the CEO is an insider-CEO.Originality/valueThis study proposes that the interaction between innovation aspiration shortfall and CEO origin can be a useful predictor of EEFs' international expansion.
{"title":"The impact of innovation aspiration shortfall and CEO origin on emerging economy firms' international expansion: evidence from China","authors":"Xijin Zhong, Weihong Chen, Ge Ren","doi":"10.1108/imr-12-2021-0365","DOIUrl":"https://doi.org/10.1108/imr-12-2021-0365","url":null,"abstract":"PurposeWhether and when the innovation aspiration shortfall (e.g. innovation performance lower than aspirations) will affect emerging economy firms (EEFs)' international expansion remains an important unanswered theoretical and practical question.Design/methodology/approachBased on performance feedback theory, this study explores the impact of innovation aspiration shortfall on EEFs' international expansion and the moderating role of CEO origin.FindingsThis study finds that innovation aspiration shortfall has a positive impact on EEFs' international expansion. This study also uncovers that EEFs are less likely to implement international expansion in response to innovation aspiration shortfall when the CEO is a founder than when the CEO is a non-founder, and EEFs are more likely to implement international expansion in response to innovation aspiration shortfall when the CEO is an outsider-CEO than when the CEO is an insider-CEO.Originality/valueThis study proposes that the interaction between innovation aspiration shortfall and CEO origin can be a useful predictor of EEFs' international expansion.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48547916","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-21DOI: 10.1108/imr-12-2021-0381
Insik Jeong, R. Jean, Daekwan Kim, S. Samiee
PurposeDisruptive external forces can bring businesses to a standstill and make their strategic plans obsolete overnight. COVID-19 exemplifies such a disruptive force, which has caused worldwide havoc and ongoing disruption in many sectors of the economy, while concurrently providing great opportunities for others. The goal in this study is to examine the experiences of firms that have been impacted by a prior disruptive force, offer five theoretical lenses for framing and examining such events, and provide a set of axioms based on the research findings.Design/methodology/approachThe authors used a qualitative approach involving five short international marketing case studies of firms based in South Korea and Taiwan. These nations and firms were selected on the bases of their overall judicious navigation of the conditions presented by the COVID-19 pandemic. The authors gathered information about these firms through primary sources of information (personal and remote interviews as well as other communications), which the authors augmented with information from secondary sources.FindingsThe results indicate that external forces can bring both opportunities and threats to firms' international marketing strategies. The authors found that two strategies help firms cope with managerial issues associated with both the demand and the supply sides in successful firms in these nations: (1) leveraging opportunities presented by the pandemic through the successive introductions of new product and (2) the expansion of both the domestic and international markets.Research implicationsThe research provides five theoretical lenses to articulate the impact of disruptive external forces on international marketing strategies.Practical implicationsThe research offers thirteen demand and supply side axioms for marketing managers involved in international business (e.g. exporters, importers, MNCs) to cope with disruptive external forces, like COVID-19.Social implicationsDisruptive external forces, such as the pandemic, have enormous impact on firms and consumers alike. This research aims to limit the negative impact of future disruptions by engaging in contingency planning and added resilience, through which firms may continue to function and, to a large extent, consumers are able to acquire the necessary goods and services to maintain their quality of life.Originality/valueThe authors attribute the quicker response of these firms to their agility in managing the market impacts related to COVID-19 and to their prior conditioning in their respective geopolitical spheres. The authors summarize the findings in a set of nine supply side and a set of four demand side axioms.
{"title":"Managing disruptive external forces in international marketing","authors":"Insik Jeong, R. Jean, Daekwan Kim, S. Samiee","doi":"10.1108/imr-12-2021-0381","DOIUrl":"https://doi.org/10.1108/imr-12-2021-0381","url":null,"abstract":"PurposeDisruptive external forces can bring businesses to a standstill and make their strategic plans obsolete overnight. COVID-19 exemplifies such a disruptive force, which has caused worldwide havoc and ongoing disruption in many sectors of the economy, while concurrently providing great opportunities for others. The goal in this study is to examine the experiences of firms that have been impacted by a prior disruptive force, offer five theoretical lenses for framing and examining such events, and provide a set of axioms based on the research findings.Design/methodology/approachThe authors used a qualitative approach involving five short international marketing case studies of firms based in South Korea and Taiwan. These nations and firms were selected on the bases of their overall judicious navigation of the conditions presented by the COVID-19 pandemic. The authors gathered information about these firms through primary sources of information (personal and remote interviews as well as other communications), which the authors augmented with information from secondary sources.FindingsThe results indicate that external forces can bring both opportunities and threats to firms' international marketing strategies. The authors found that two strategies help firms cope with managerial issues associated with both the demand and the supply sides in successful firms in these nations: (1) leveraging opportunities presented by the pandemic through the successive introductions of new product and (2) the expansion of both the domestic and international markets.Research implicationsThe research provides five theoretical lenses to articulate the impact of disruptive external forces on international marketing strategies.Practical implicationsThe research offers thirteen demand and supply side axioms for marketing managers involved in international business (e.g. exporters, importers, MNCs) to cope with disruptive external forces, like COVID-19.Social implicationsDisruptive external forces, such as the pandemic, have enormous impact on firms and consumers alike. This research aims to limit the negative impact of future disruptions by engaging in contingency planning and added resilience, through which firms may continue to function and, to a large extent, consumers are able to acquire the necessary goods and services to maintain their quality of life.Originality/valueThe authors attribute the quicker response of these firms to their agility in managing the market impacts related to COVID-19 and to their prior conditioning in their respective geopolitical spheres. The authors summarize the findings in a set of nine supply side and a set of four demand side axioms.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43287017","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper aims to determine new-normal uncertainty considerations stemming from the COVID-19 pandemic to consider within transaction-cost analysis for pharmaceuticals. It also aims to propose new-normal market entry strategies to address the uncertainty as a result of COVID-19's implications and provide for lack of knowledge and information in an uncertain business environment by way of Internet of Things (IoT) ecosystem for pharmaceutical market entry.
Design/methodology/approach
In this paper, we focus on the uncertainty facet within transaction-cost analysis consideration and utilise a descriptive three-case study approach taking in Johnson and Johnson (J&J), GlaxoSmithKline (GSK) and Novartis to present an ADO (Antecedent-Decisions-Outcomes) understanding of their usual market entry approach, the approach undertaken during the pandemic and the outcomes thereafter facilitating new-normal uncertainty considerations to factor in. Further with this insight, we develop a conceptual framework addressing the transaction-cost analysis implications of uncertainties toward lack of knowledge and information for a new-normal market entry approach and operating strategy for pharmaceuticals applicable due to IoT (Internet of Things).
Findings
Uncertainty (external and internal) is different now in the new-normal business environment for pharmaceuticals and boils down to acute shortage of knowledge and information impact to make an appropriately informed decision. Therefore, considering the changed factors to consider, pharmaceuticals need to be able to undertake market entry with vaccines and medicines by way of IoT thereby enabling, the filling of the gap via real-time data access and sharing, including enhancing predictive analysis for sustenance.
Research limitations/implications
The paper's findings have many theoretical implications highlighted in the manuscript.
Practical implications
The paper's findings have many practical implications highlighted in the manuscript.
Originality/value
This is the first study to our knowledge that throws light on transaction-cost analysis theory's uncertainty facet for pharmaceuticals. It is also the first study that provides a new-normal market entry strategy for pharmaceutical companies built on interoperability of real-time IoT.
{"title":"New-normal Market Entry Mode for Pharmaceuticals: an Internet of Things (IoT) market entry framework stemming from COVID-19","authors":"Constantinos-Vasilios Priporas, Durga Vellore-Nagarajan","doi":"10.1108/imr-12-2021-0363","DOIUrl":"https://doi.org/10.1108/imr-12-2021-0363","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper aims to determine new-normal uncertainty considerations stemming from the COVID-19 pandemic to consider within transaction-cost analysis for pharmaceuticals. It also aims to propose new-normal market entry strategies to address the uncertainty as a result of COVID-19's implications and provide for lack of knowledge and information in an uncertain business environment by way of Internet of Things (IoT) ecosystem for pharmaceutical market entry.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>In this paper, we focus on the uncertainty facet within transaction-cost analysis consideration and utilise a descriptive three-case study approach taking in Johnson and Johnson (J&J), GlaxoSmithKline (GSK) and Novartis to present an ADO (Antecedent-Decisions-Outcomes) understanding of their usual market entry approach, the approach undertaken during the pandemic and the outcomes thereafter facilitating new-normal uncertainty considerations to factor in. Further with this insight, we develop a conceptual framework addressing the transaction-cost analysis implications of uncertainties toward lack of knowledge and information for a new-normal market entry approach and operating strategy for pharmaceuticals applicable due to IoT (Internet of Things).</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Uncertainty (external and internal) is different now in the new-normal business environment for pharmaceuticals and boils down to acute shortage of knowledge and information impact to make an appropriately informed decision. Therefore, considering the changed factors to consider, pharmaceuticals need to be able to undertake market entry with vaccines and medicines by way of IoT thereby enabling, the filling of the gap via real-time data access and sharing, including enhancing predictive analysis for sustenance.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The paper's findings have many theoretical implications highlighted in the manuscript.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The paper's findings have many practical implications highlighted in the manuscript.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This is the first study to our knowledge that throws light on transaction-cost analysis theory's uncertainty facet for pharmaceuticals. It is also the first study that provides a new-normal market entry strategy for pharmaceutical companies built on interoperability of real-time IoT.</p><!--/ Abstract__block -->","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":"14 10","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138510206","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-07DOI: 10.1108/imr-02-2022-0043
Dario Miocevic, Itzhak Gnizy, J. Cadogan
PurposeThe purpose of this study is to explore the nature of the relationship between export customer responsiveness and export growth.Design/methodology/approachThe study uses primary data obtained by questioning over 200 exporting firms. The model constructed predicts the export growth of those firms with export customer responsiveness data, together with a variety of moderator and control variables. The model is assessed using multiple regression.FindingsExporters with higher levels of export customer responsiveness often have higher export sales growth rates than those with lower levels of export customer responsiveness, but not always. For some firms, the opposite is true, such that those with lower levels of export customer responsiveness outperform those with higher levels.Originality/valueThe study is the first to provide export decision-makers with empirically grounded recommendations regarding (1) when it is advisable to have high export customer responsiveness levels and (2) those situations when firms may benefit from having lower export customer responsiveness levels.
{"title":"When does export customer responsiveness strategy contribute to export market competitive advantage?","authors":"Dario Miocevic, Itzhak Gnizy, J. Cadogan","doi":"10.1108/imr-02-2022-0043","DOIUrl":"https://doi.org/10.1108/imr-02-2022-0043","url":null,"abstract":"PurposeThe purpose of this study is to explore the nature of the relationship between export customer responsiveness and export growth.Design/methodology/approachThe study uses primary data obtained by questioning over 200 exporting firms. The model constructed predicts the export growth of those firms with export customer responsiveness data, together with a variety of moderator and control variables. The model is assessed using multiple regression.FindingsExporters with higher levels of export customer responsiveness often have higher export sales growth rates than those with lower levels of export customer responsiveness, but not always. For some firms, the opposite is true, such that those with lower levels of export customer responsiveness outperform those with higher levels.Originality/valueThe study is the first to provide export decision-makers with empirically grounded recommendations regarding (1) when it is advisable to have high export customer responsiveness levels and (2) those situations when firms may benefit from having lower export customer responsiveness levels.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48093859","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-03DOI: 10.1108/imr-07-2021-0219
C. Fong, Hsing-Hua Stella Chang, Yu-Lin Han
PurposeBecause of its omission of social influences, conventional animosity research has failed to sufficiently consider consumption context. To address this limitation, this research constitutes two interrelated parts: (a) investigating how normative influences (value-expressive and utilitarian influences) shape consumers’ animosity attitudes and purchase intentions; and (b) building on the normative influence perspective and separating consumption context into purchase (online vs. offline) and usage (private vs. public) contexts. The goal was to examine under the condition of preference conflict, how consumption contexts with different degrees of behavioral exposure affect purchase decisions.Design/methodology/approachOne pretest, one survey and one experiment were conducted to empirically validate the proposed research model.FindingsIn an international crisis, consumers’ attitudes and behaviors were socially determined. Moreover, the online purchase with private usage (offline purchase with public usage) condition resulted in the highest (lowest) level of purchase intention.Originality/valueThis research pioneers in the animosity literature to identify the possibility of preference conflict in a situational international crisis, and to more delicately separate the conventional consumption context into purchase and usage contexts.
{"title":"Animosity, preference conflict and consumption context in an international crisis: a normative influence perspective","authors":"C. Fong, Hsing-Hua Stella Chang, Yu-Lin Han","doi":"10.1108/imr-07-2021-0219","DOIUrl":"https://doi.org/10.1108/imr-07-2021-0219","url":null,"abstract":"PurposeBecause of its omission of social influences, conventional animosity research has failed to sufficiently consider consumption context. To address this limitation, this research constitutes two interrelated parts: (a) investigating how normative influences (value-expressive and utilitarian influences) shape consumers’ animosity attitudes and purchase intentions; and (b) building on the normative influence perspective and separating consumption context into purchase (online vs. offline) and usage (private vs. public) contexts. The goal was to examine under the condition of preference conflict, how consumption contexts with different degrees of behavioral exposure affect purchase decisions.Design/methodology/approachOne pretest, one survey and one experiment were conducted to empirically validate the proposed research model.FindingsIn an international crisis, consumers’ attitudes and behaviors were socially determined. Moreover, the online purchase with private usage (offline purchase with public usage) condition resulted in the highest (lowest) level of purchase intention.Originality/valueThis research pioneers in the animosity literature to identify the possibility of preference conflict in a situational international crisis, and to more delicately separate the conventional consumption context into purchase and usage contexts.","PeriodicalId":14456,"journal":{"name":"International Marketing Review","volume":" ","pages":""},"PeriodicalIF":5.0,"publicationDate":"2022-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44476184","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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