Search results

The purpose of this paper is to examine the relevance of retailer country-of-origin (COO) on consumers’ actual choice between foreign and domestic retailers. It explores two basic issues regarding the relevance of COO, first to assess consumer perceptions regarding the importance of retailer COO (PIO) and the importance of supporting domestic retailers (PISD) in store choice decisions. The second is to analyse the influence of these factors on store choice decisions. Relative influence of PIO and PISD (compared to the retail mix factors) was also evaluated.

Data were collected through a consumer survey targeting grocery consumers in a second-tier city in China. Factor analysis and binary probit models were used to analyse the data.

The authors found that a considerable proportion of respondents perceive retailer COO and being supportive of domestic retailers as important factors when choosing between foreign and domestic retailers. Interestingly, results of probit analysis showed that consumers’ perceived importance of retailer COO (PIO) did not have a significant impact on consumer store choice behaviour. In contrast, consumers’ perceived importance of supporting domestic retailers has a negative effect on consumers’ choice of foreign retailers. Results of the relative contribution of retail mix factors and COO variables showed that generally, COO variables are as important as retail mix factors.

This study is one of the few empirical studies on the relevance of retailer COO and it focused on two basic issues concerning the consumer perceptions regarding the importance of retailer COO, seldom studied previously. This study makes a significant contribution to the COO literature not only because it focuses on the retailing context but also by providing a fresh perspective.

The purpose of this paper is to trace the origins of “Japanese management” and explain how it was institutionalized. This historical overview aims to help readers to better understand and evaluate recent events and reforms.

The paper reviews the major literature of management history in Japan and conceptualizes these works into a framework of four main paradigms characterizing the production systems, behavioural elements, organizational structures and strategy of large Japanese companies.

Japanese management thought evolved in a developing nation and primarily in the manufacturing sector. The scientific management paradigm was dominant from the start of modern industry in Japan and its endurance is explained by its profound embeddedness in the Japanese business system. The need for change (e.g. in strategy) is identified, but as Japan has proved reluctant in the past to shift away from the efficiency concept, effecting reforms may remain difficult in the future as well.

The paper challenges readers to consider the future of longstanding Japanese management practices in an economy that is undergoing rapid change and is increasingly moving toward service and knowledge‐intensive industries.

The paper highlights the need to follow closely the current reforms and management trends in Japan, as they may lead to a decisive redesign of the traditional system more‐or‐less preserved since the Second World War. Following its logic on strategy, firms may reinforce their reorientation from pure cost‐leadership goals.

This paper deals with management history in Japan as the emergence of four basic paradigms, where the fourth is newly identified here. The paper will be helpful to academics who study management history as well as current management practices in Japan. Practitioners will benefit by understanding the roots and applicability of methods being currently used.