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The study aims to explore the expectations and perceptions of corporate social responsibility (CSR) strategies among Chinese fast-food diners, and to investigate the relationships among CSR strategies, consumer satisfaction and customer loyalty behaviors. Chinese diners’ knowledge about a real world brand’s CSR activities was also investigated.

Setting the research context on the fast food industry in China and selecting McDonald’s as the subject brand, a survey study was conducted in a Southern Chinese mid-scale city. A convenience sample of 320 was withdrawn, and the data were analyzed with SPSS 18.0.

Results from the study show that the Chinese fast food diners expect restaurant companies to attach more importance to “(product) nutrition and well-being (of customers)” and “environment sustainability” to be considered socially responsible. CSR performance was found to be the most influential factor in the consumers’ loyalty behaviors compared to customer satisfaction with service, product and the total visit experience. The study also found that many of McDonald’s CSR activities were unknown to the Chinese respondents.

China is an attractive market to most global companies including fast food chain companies. Understanding Chinese diners’ expectations and perceptions toward companies’ CSR strategies will contribute to the success rate of companies operating in China. In addition, by using a real-world brands as the research context, the study tries to avoid perception bias of respondents due to the different interpretations of CSR in different organizations and industries.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The story of McDonald's has become almost legendary, from a small, family‐owned restaurant to a multi‐billion dollar global giant with more than 30,000 restaurants. Between incorporation and the millennium, McDonald's saw profits increase in every consecutive quarter. McDonald's currently accounts for 43 per cent of total US burger sales, and earns four times that of its nearest competitor. To become such a player in global business, the marketing and PR departments must have been doing a great job, surely? Well, maybe not. McDonald's have had their ups and downs in the public eye, yet each time seems to escape unscathed. This article details exactly how McDonald's have responded during four notable PR crises.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Focuses on the marketing mix of McDonald’s. Highlights how the company combines internationalisation and globalisation elements according to various fast food markets. Using the effect of strategical and tactical models, the case illustrates the effect of McDonald’s on the global environment and how they adapt to local communities. Describes future franchise plans for McDonald’s.

This paper seeks to report historical research into McDonald's public communication strategies as the corporation responded to the rising tide of “political consumerism” that accompanied its global market expansion (1960‐2005).

Reviewing the brand's public relations strategies, through a content analysis of news coverage, the paper analyzes the way communication strategists took account of the anxieties about youth labour practices, community relations, globalization, environment and obesity which forced the brand to acknowledge the lifestyle risks associated with children and youth.

The case study portrays McDonald's as a figurehead of US entrepreneurial multinational capitalism. It reveals how addressing public opposition through the courts can backfire on a brand strategy so keen on defending its honour. The case study also finds that listening and engaging with critics is as effective as suing them for McDonald's.

The paper contributes to the historical recognition of the role that corporate communications professionals play – particularly marketing and public relations specialists – in transforming corporate practices by acknowledging consumers' growing anxieties about industrialization.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

According to my on‐line dictionary, diversity means variety and that's not something usually associated with McDonalds. Double cheeseburger with relish (hold the onions), vanilla shake and a large order of fries is what you expect and it's what you can get any time you walk or drive through a McDonalds outlet. This consistency is what has made McDonalds a worldwide success and it is what many customers still value about the fast food firm. Despite the ubiquitous perception of McDonalds as the place to go for a Big Mac at any time, or perhaps an Egg McMuffin early in the day, the fast food giant has made significant changes in its product line, both to reflect today's healthy eating concerns, and the more sophisticated tastes of twenty‐first century customers. However, real diversity at McDonalds is found behind the scenes.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Architectonics is proposed as a dialogic theory and method to research three discursive spheres: McDonald's corporation, McDonaldization, and McDonaldland.

Bakhtin proposed architectonics as a new method for the human sciences, one that interanimates cognitive with ethical and aesthetic systemness. This essay develops architectonics further, and applies it to the study of globalization and localization of the McDonald's and Wal‐Mart corporations, which now cohabits with each other in New Mexico (and elsewhere).

A general inquiry system is suggested as a framework to analyze the architectonics of other organizations, in future international studies.

Through the application of the notion of architectonics to the McDonald's and Wal‐Mart corporations the authors develop an innovative approach to understanding organizations.

During the post‐bubble bust of the 1990s, many eating establishments closed down. Yet McDonald’s was determined to stay. However, management recognised the importance of slashing prices. This case is an opportunity to learn about price elasticity of demand.

The purpose of this research is to investigate the degree of satisfaction and loyalty of Chinese and Swiss fast‐food consumers. The aim is to compare Chinese/Swiss consumers' perception of meal quality, service quality, price and their influence on their satisfaction and loyalty. The image of fast‐food restaurants in the two countries is also compared.

Two on‐line surveys were conducted with two samples. The first one was conducted with Chinese consumers in China and the second one was conducted with Swiss consumers in Switzerland. The authors selected McDonald's as it is globally a standardized and well‐known fast‐food chain. They adapted items of SERVQUAL in order to apply it to the fast food industry and to measure service quality. Data analysis was performed using ANOVA. As they had several latent variables, the authors also used partial least squares (PLS), a variance‐based structural equation modeling method.

Results showed that Chinese consumers have a better perception of meal quality and a more positive image of McDonald's. As far as service quality perception is concerned, no major differences were observed. However, reliability and tangibles dimensions seem to be more positively perceived in China. The degree of consumer satisfaction is very similar between the two samples. However, the degree of loyalty of Chinese consumers is higher compared to Swiss consumers. In addition, the image of McDonald's seems to have a stronger influence on Swiss consumers' loyalty. Finally, the level of service quality perceived seems to have less impact on the image of McDonald's for Chinese consumers than for Swiss consumers.

First, as the authors selected McDonald's, they must be careful in the generalization of their findings to all fast‐food restaurants. Second, the two samples consist of students, which limits the generalizability of the findings. However, students are identified to be the current customers of fast‐food restaurants and consequently possess an intuitive understanding of fast‐food outlets.

As consumers in China perceive a better quality of meal in McDonald's, they might be willing to pay a higher price relative to their earnings. Compared to China, fast‐food managers in Switzerland should work harder in order to improve their image. Fast‐food managers must adapt themselves to the preferences of local consumers. However, this study also shows that not all variables are perceived differently by Swiss and Chinese consumers. This implies that some measures can be standardized in order to save costs.

The study investigates the impact of nationality on the whole model, defined by customer perception of fast‐food restaurants' image, product/service quality, satisfaction/loyalty, and finally price fairness. As China is a major player in the global market based on its size and growth potential, it is interesting to compare the antecedents of customer satisfaction and loyalty in China, with a culturally different country such as Switzerland.

The purpose of this paper is to demonstrate how strategy is developed and implemented within a subsidiary of a global organization, the relationship between subsidiary and headquarters and the need for continuous change and adaption to remain relevant. Furthermore, this case study describes a successful process of invention and adoption.

The paper draws on documentary evidence and a semi-structured interview with Jill McDonald CEO and President of McDonald's Northern Europe Division with responsibility for the UK, Sweden, Finland, Denmark, Norway and the Republic of Ireland. Management research rarely captures the views of the top executive, yet the top executives have a broad picture and are key strategic decision makers.

The case study and interview offers a unique insight into factors contributing to McDonald's unprecedented success (it has paid an increased dividend for the past 37 years). It also sheds light on its successful internationalization strategy.

The case study draws on published material and augments this with an in-depth interview with the Chief Executive. Very few case studies offer insight into the thinking of a Chief Executive managing a subsidiary of a global organization. Its value lies in the lessons that managers and students of management can draw on the approach adopted by a highly successful global organization.

This paper aims to identify inter‐linguistic and inter‐cultural commonalities and differences between web sites targeting, respectively, English and Chinese viewers, and to examine within‐language and within‐culture variations of web sites for viewers in Greater China.

Two comparisons were made: among the home and subsidiary web sites of the same corporation, McDonald's (www.mcdonalds.com), and across web sites of five corporations within the aviation industry.

Corporate identity and positioning, corporate culture and citizenship are projected differently on the McDonald's web sites for the Anglo‐American viewers and the Chinese viewers. Web sites written in the same language, Chinese, reveal within‐language and within‐culture variations in contents and style across different web sites in the fast food and aviation industries within Greater China.

A more extensive research on different industries can be conducted to validate the preliminary findings of this research. Relevant conceptual resources can then be developed to explain the inter‐linguistic and inter‐cultural differences.

Findings from this comparative analysis help raise the corporate communicators' awareness of inter‐linguistic and inter‐cultural as well as within‐language and within‐culture variations when drafting contents for web sites targeting viewers of different linguistic and cultural backgrounds.

Comparative studies of global web sites targeting viewers of, respectively, English and Chinese groups, and within‐language and within‐culture variations in Greater China are still limited. The findings from this research serve as a basis for future investigation for effective bilingual corporate communication from the linguistic and cultural perspectives.