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Discusses consumer response to the use of Asian models to reach the Asian‐American market through mass media advertising. Reports on the results of an empirical study to discover white consumer reactions to Asians in advertising. Summarizes that Asian models achieved a more favourable response advertising products associated with Asian manufacture, a less favourable response with status products, while there is no difference in response for convenience products.

Interest in business ethics has soared over the past ten to 15 years. Lacking in the literature are normative approaches that provide guidelines for managers to evaluate their behavior in order to determine whether that behavior is in fact ethical. This paper makes a contribution to normative research, by offering a graded task approach to applying certain principles based on the philosophy of ethics (referred to as universal moral principles). These principles include utilitarianism, the categorical imperative, rights, and justice. First, some arguments against the use of universal moral principles are discussed, and rebutted. Next, the principles themselves are explained. Finally, a worksheet is presented. This worksheet offers a step‐by‐step approach to applying each of the principles.

Investigates whether consumers′ time availability is an important segmentation variable in the convenience and fast‐food markets. Very time‐poor, somewhat time‐poor, and not time‐poor consumers are compared, and three types of food are examined: fast foods, frozen dinners, and ready‐to‐eat foods. For weekday dinners, similarities and differences between the three segments are investigated with respect to usage of each type of food, importance of benefits sought in a weekday dinner, and perceptions of each type of food. Managerial implications of differences between segments and of overall patterns are discussed.

A variety of topics within international marketing are reviewed: global product strategies; export marketing and distribution strategies; export and planning future business with developing countries; and the difficulties of trading within Eastern Europe.

This article addresses certain competition‐related issues that parties to a trans‐national merger and acquisition (M&A) transaction must face, preferably during the strategic planning phase. The ultimate focus will be on the suitability vel non of the World Trade Organization (WTO) serving, as has been proposed by some scholars and political bodies, as a form of supranational competition law authority with respect to merger clearance. The conclusion reached is that the WTO is institutionally ill‐suited for such a role but can, nonetheless, perform a useful albeit considerably more modest function as an enforcer of several purely procedural reforms suggested herein.

This chapter describes two change efforts involving participatory action research within the pharmacy operations division of Kaiser Permanente. Focus is on a parallel learning mechanism that has been used to support communications and change during two large-scale information technology interventions. It begins with basic background information on participatory action research in organizations. Since the case setting is Kaiser Permanente, the chapter provides some information on the U.S. healthcare industry context and then shifts to Kaiser’s communication forum, a learning mechanism that has been in place for 35 years. Cognitive, structural, and procedural aspects of the learning mechanism are explored, and the chapter features interviews with some of the key forum players. Both in the forum’s infancy and in its current more institutionalized state, the pharmacy organization has been in crisis. Implications for the use of parallel learning structures on a long-term basis to support long-term participatory action research are explored along with contributions to theory on insider/outsider action research.

Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?

Drawing from two years of multi-sited fieldwork about international backpacking in Central America, I make important connections between the backpacking escape motive, the backpacker hostel, and tourism. I explain how backpackers experience the hostel as their “home base” and “home away from home” to escape into local cultures and natural environments that exist outside of it and an international community of travelers that convenes inside of it. I refer to theories on modern tourism, the backpacking escape motive, and the concept of community. I also theorize how the global spread of modern amenities and tourism shapes backpackers' escape experiences.

This paper aims to focus on knowledge transfer between the headquarters and a subsidiary of a multinational corporation (MNC). A framework with type of knowledge, absorptive capacity, disseminative capacity and tie strength is proposed. The framework is verified qualitatively and then further developed by adding another capacity needed by the headquarters: heeding capacity.

To check the validity of the proposed conceptual framework empirically, interview-based qualitative studies were conducted for two partner programs implemented in the Japanese subsidiary of a US-based IT company. Interviews were undertaken with 17 respondents in the headquarters, the Japanese subsidiary and two alliance partners in Japan.

It is confirmed that type of knowledge and absorptive capacity clearly affect the effectiveness of knowledge transfer. Also, it is found that the knowledge sender’s disseminative capacity matters. Additionally, a case is found in which network ties mitigate the ineffectiveness caused by low disseminative/absorptive capacity.

In this research, cultural influences have not been considered. Also, this research has not paid attention to inter-organizational knowledge transfer. These provides potential for further research which could explore this complexity in more depth.

It is suggested that the headquarters of a MNC need to have a “heeding capacity” in cases where the target subsidiary’s disseminative capacity is low and tie strength between the subsidiary and the headquarters is weak. It is a capacity for the headquarters to heed what a subsidiary would like to transmit but cannot do well, and this is achieved by listening carefully and not letting language barriers or cultural differences obfuscate the meaning.

By focusing on a dyad between the headquarters and the Japanese subsidiary, the importance of disseminative capacity of a subsidiary is highlighted, which is not often the case in the extant literature. Also, headquarters’ heeding capacity is proposed.

Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.