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1 – 10 of 11Shlomo Y. Tarba, Michael R. Czinkota and Demetris Vrontis
Demetris Vrontis, John Hulland, Jason D. Shaw, Ajai Gaur, Michael R. Czinkota and Michael Christofi
Demetris Vrontis, Alkis Thrassou, Michael Christofi, Riad Shams and Michael R. Czinkota
The purpose of this paper is to investigate the irrevocable role of cause-related marketing (CRM) and its research imperative, exploring its contemporary insights in and across…
Abstract
Purpose
The purpose of this paper is to investigate the irrevocable role of cause-related marketing (CRM) and its research imperative, exploring its contemporary insights in and across international markets, toward scholarly and executive application.
Design/methodology/approach
This research is theoretical and it compiles and interrelates, in a multiperspective fashion, significant extant works in the field; focusing on how established and emergent variables and constructs can be leveraged, in order to develop insights into what does and does not work in international CRM.
Findings
Extant works on international CRM still present significant gaps pertaining to key questions. Furthermore, true understanding of CRM stems from comprehending consumers, both individually and collectively; and both their underlying and contextual motivators, factors and forces. This calls for a multiperspective and cross-disciplinary approach to CRM to that weaves in contextual (sociocultural, etc.) elements to the equation.
Research limitations/implications
Limitations naturally pertain to the research's theoretical nature that requires empirical testing.
Practical implications
CRM offers consumers both the means and the ends of acquiring their target core value benefits, additionally or peripherally to their core purchase purpose; potentially making the difference between business/brand success and failure.
Social implications
Through CRM, the contemporary consumer seeks product value benefits that transcend quality and functionality (etc.), to engulf abstract and intangible values pertaining to social, ethical, self-image and self-actualization factors.
Originality/value
The comprehensive review, contextual elucidations and cross-disciplinary perspectives of this paper originally present the scope, depth, complexity and gaps of the subject, and pave the way for the research that still needs to ensue.
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Keywords
Demetris Vrontis, John Hulland, Jason D. Shaw, Ajai Gaur, Michael Czinkota and Michael Christofi
Katja Hutter, Ferry-Michael Brendgens, Sebastian Peter Gauster and Kurt Matzler
This paper aims to examine the key challenges experienced and lessons learned when organizations undergo large-scale agile transformations and seeks to answer the question of how…
Abstract
Purpose
This paper aims to examine the key challenges experienced and lessons learned when organizations undergo large-scale agile transformations and seeks to answer the question of how incumbent firms achieve agility at scale.
Design/methodology/approach
Building on a case study of a multinational corporation seeking to scale up agility, the authors combined 36 semistructured interviews with secondary data from the organization to analyze its transformation since the early planning period.
Findings
The results show how incumbent firms develop and successfully integrate agility-enhancing capabilities to sense, seize and transform in times of digital transformation and rapid change. The findings highlight how agility can be established initially at the divisional level, namely with a key accelerator in the form of a center of competence, and later prepared to be scaled up across the organization. Moreover, the authors abstract and organize the findings according to the dynamic capabilities framework and offer propositions of how companies can achieve organizational agility by scaling up agility from a divisional to an organizational level.
Practical implications
Along with in-depth insights into agile transformations, this article provides practitioners with guidance for developing agility-enhancing capabilities within incumbent organizations and creating, scaling and managing agility across them.
Originality/value
Examining the case of a multinational corporation's exceptional, pioneering effort to scale agility, this article addresses the strategic importance of agility and explains how organizational agility can serve incumbent firms in industries characterized by uncertainty and intense competition.
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Ashish Kumar, Shikha Sharma, Ritu Vashistha, Vikas Srivastava, Mosab I. Tabash, Ziaul Haque Munim and Andrea Paltrinieri
International Journal of Emerging Markets (IJoEM) is a leading journal that publishes high-quality research focused on emerging markets. In 2020, IJoEM celebrated its fifteenth…
Abstract
Purpose
International Journal of Emerging Markets (IJoEM) is a leading journal that publishes high-quality research focused on emerging markets. In 2020, IJoEM celebrated its fifteenth anniversary, and the objective of this paper is to conduct a retrospective analysis to commensurate IJoEM's milestone.
Design/methodology/approach
Data used in this study were extracted using the Scopus database. Bibliometric analysis, using several indicators, is adopted to reveal the major trends and themes of a journal. Mapping of bibliographic data is carried using VOSviewer.
Findings
Study findings indicate that IJoEM has been growing for publications and citations since its inception. Four significant research directions emerged, i.e. consumer behaviour, financial markets, financial institutions and corporate governance and strategic dimensions based on cluster analysis of IJoEM's publications. The identified future research directions are focused on emergent investments opportunities, trends in behavioural finance, emerging role technology-financial companies, changing trends in corporate governance and the rising importance of strategic management in emerging markets.
Originality/value
To the best of the authors' knowledge, this is the first study to conduct a comprehensive bibliometric analysis of IJoEM. The study presents the key themes and trends emerging from a leading journal considered a high-quality research journal for research on emerging markets by academicians, scholars and practitioners.
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Shyama V. Ramani, Ajay Thutupalli and Eduardo Urias
This paper aims to study how multinational enterprises (MNEs) can best integrate legitimacy concerns into their new product-launching strategy to successfully introduce high-value…
Abstract
Purpose
This paper aims to study how multinational enterprises (MNEs) can best integrate legitimacy concerns into their new product-launching strategy to successfully introduce high-value hi-tech innovations in emerging countries.
Design/methodology/approach
Theoretical constructs on the role and process of legitimacy construction for the introduction of a new product are built upon the existing literature. Then they are validated and refined through the formulation and analysis of case studies of the launch of genetically modified cotton seeds by Monsanto in India and a HIV/AIDS drug cocktail by Merck in Brazil.
Findings
Legitimacy construction can serve MNEs to face challenges successfully while launching high-value hi-tech products in emerging countries. Challenges to MNEs are likely to be founded on a combination of four types of uncertainties: technological, commercial, organizational and societal. Expected challengers are public agencies and actors representing civil society. An MNE can prepare itself through legitimacy construction along three dimensions: redesign of technology, revision of marketing strategy and non-market investments. To implement the aforesaid, MNEs can engage in outreach in the form of strategic patience, market transaction, business collaboration, compromise and/or confrontation with diverse carefully chosen stakeholders.
Research limitations/implications
The authors limited ourselves to tracing only the formal interactions of MNEs, while it is well-known that many informal and backdoor activities can also accompany their growth in emerging economies.
Practical implications
Legitimacy construction can help MNEs face challenges successfully while launching high-value hi-tech products in emerging countries. This calls for an evaluation of the systemic uncertainties followed by the formulation of a strategy for legitimacy construction and implementation through outreach to diverse systemic actors. Strategic patience can yield positive returns. Market transactions can serve as economic anchors. Collaboration can be pursued with parties who can share the costs of legitimization construction and/or reduce technological and marketing uncertainties. Confrontation should be the last choice. Compromise is the most probable but not the only outreach strategy possible after a confrontation.
Social implications
Legitimacy implies product acceptance not only from the targeted consumer but also other societal stakeholders concerned with the safety and equity of the consumption in the emerging country, especially when regulations are not well-defined and/or implemented. The two kinds of societal stakeholders which are likely to monitor MNEs are public agencies and civil society groups. Public agencies will be concerned about the quantity, quality, technology or price of the innovation to be introduced. Civil society and NGOs may help the MNE act as citizen watchdogs for the environment and vulnerable communities.
Originality/value
Theoretical constructs have been developed in this paper on the sources of challenges in new product introduction, the types of challengers and the components of the firm’s legitimacy construction strategy and its implementation through an outreach strategy.
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