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Previous research on global marketing has typically focussed on marketing strategies across national markets. Yet, the cross‐national mobility of individuals has increased heterogeneity within country markets. The purpose of this study is to examine how immigrant consumers perceive advertising appeals in the context of the consumer acculturation process. Specifically, our study focusses on the reactions of Mexican, American, and Mexican‐American consumers to puffery‐laden advertisements.

Using two‐factor theory as our theoretical prism, the study offers salient hypotheses regarding consumer perceptions of puffery‐laden advertising appeals, which are then tested in a cross‐national experiment in the USA and Mexico.

The results show that Mexican consumers are more susceptible to puffery‐laden claims than Americans. In contrast, American consumers are more susceptible to advertising that does not contain puffery‐laden claims than their Mexican counterparts. Interestingly, the findings also reveal that Mexican immigrants are highly susceptible to both, puffery‐laden and no puffery appeals. The mixed results show that recent Mexican immigrants struggle as they transition to the dominant American consumer culture. First and second generations of Mexican‐Americans, however, react to puffery‐laden advertisements just as typical American consumers.

The paper discusses relevant implications not only for the study of puffery and acculturation of immigrant minority groups, but also for companies engaged in global advertising campaigns in countries with diverse immigrant communities.

The paper offers a worthwhile and unique examination of consumer acculturation in an international cross‐cultural setting and puts forward interesting insights regarding the application of international advertising strategies.

The paper's aim is to explore how bicultural consumers differ from monocultural consumers, and among themselves, in terms of country‐of‐origin effect and ethnocentrism.

A multidisciplinary literature review pointed to a set of hypotheses regarding the differences between biculturals (Mexican Americans) and monoculturals (Mexicans and Americans), and between bicultural groups (integrating biculturals versus alternating biculturals). Two pilot tests and two experiments were conducted to test the hypotheses.

Bicultural Mexican Americans are less ethnocentric than either American or Mexican monoculturals; exhibit more favorable quality evaluation and purchase intention toward American brands than Mexican monoculturals; and exhibit more favorable quality evaluation and purchase intention toward Mexican brands than American monoculturals. Although ethnocentrism does not significantly demarcate alternating biculturals from their integrating counterparts, alternators are more likely than integrators to provide a favorable evaluation of foreign brands and entertain the intention to purchase them.

As a starting‐point for understanding the bicultural consumer, this study is subject to exploratory research limitations.

The country‐of‐origin literature implicitly assumes that consumers identify with either the country where the product is originated or the country where it is sold. This assumption, however, might not hold for ethnic groups who identify with both countries. Such bicultural consumers might identify with the product's origin country as well as target country and, therefore, be less amenable to the country‐of‐origin hypothesis. We address this important research gap.

The purpose of this paper is to investigate the contributions of both successors and incumbent leaders to family firm continuity, using insights from the family business succession literature and cultural dimensions theory.

In a qualitative study, the succession practices of 19 Mexican-American family firms were examined.

The findings are encapsulated by seven propositions and a model of Mexican-American family firm generational contributions and constraints to family business continuity.

In-depth interviews with immigrant and second generation family firm leaders revealed both traditional family firm succession patterns and atypical succession patterns, including generational inversion and equals across generations.

The purpose of this paper is to account for the remarkable proliferation of Mexican restaurants and tequila bars in contemporary urban Australia, in the absence of any geographical contiguity, historical connection or cultural proximity between Australia and Mexico.

The paper traces how the particularities of direct cultural contact, interpersonal networks and grass-roots entrepreneurism can open up new markets, and how the ground is, thus, prepared for subsequent large-scale international corporate entry to those markets. This research is based on interviews with key figures in the development of the Mexican food industry in Australia, interpreted in terms of the extant literature on cultural globalisation. The first-hand accounts of these participants have been interpreted in the light of available secondary sources and relevant theory.

The most striking theme to emerge in the study is the relative absence of Mexicans, or even Mexico-experienced Australians, in the making of a market for Mexican food in Australia. Rather, initially, Americans were prominent, as entrepreneurs and in forming a consumer market, while in later decades, entrepreneurs and consumers alike have been Australians whose experience of Mexican food has been formed in the United States, not Mexico. The role of hipster subculture and travel is seen as instrumental. Also of interest is the manner in which the personal experiences and interrelationships of the Americans and Australians have shaped the development of the Mexican food industry. This is not to ignore the much more recent participation of a new wave of immigrants from Mexico.

While the scope of the study is national, the sharper focus is on the experience of Melbourne; it would be useful for future researchers to investigate other major cities, even if Melbourne has been the most pivotal of Australian cities in the history of Mexican food in Australia. The study has conceptual and theoretical implications for debates around cultural globalisation and “Americanisation”.

The paper provides a close-grained and suitably theorised account of how a particular consumer trend has become extended on a global basis, with particular attention to both individual experience and agency, and corporate activity.

A comparison of distributive justice strategies was made between a collectivistic culture, i.e., Mexico, and an individualistic culture, i.e., the United States. This study is the first to include the effect of ingroup/outgroup on the distribution strategies as Fischer and Smith (2003) called for in their extensive meta‐analysis of the topic. Distributive justice was operationalized as the monetary rewards given by Northern Mexicans and Americans in sixteen different allocation vignettes. The results showed that the two groups were significantly different in only one of the allocation vignettes. These results indicate a convergence between the cultures of the northern maquiladora region of Mexico and of the United States. Northern Mexicans and Americans were not significantly different in their distributive justice strategies.

With data from the 2003 and 2005 National Minority Business Owners Survey, we examined the extent to which minority business owners differ from nonminority business owners in their reported use of adjustment strategies, and the relationship between the use of adjustment strategies and perceived business success. The sample consisted of 193 African American, 200 Mexican American, 200 Korean American, and 210 white business owners. Mexican American and Korean American business owners reported higher levels of adjustment strategy use than African American and white business owners. The ordinary least squares show that reallocating family resources to meet business needs and reallocating business resources to meet family needs were negatively associated with perceived business success, whereas hiring paid help was positively associated with perceived business success.

Looks at the problems faced by Mexicans and Mexican Americans in the USA. Considers their place and lack of success within the politics of the country. Compares their pay and union rights, their homes and social lives, their treatment by law enforcement agencies and their schools and culture. Briefly covers some improvements which should be considered.

Introduction The recent approval of the North American Free Trade Agreement will draw more foreign companies to Mexico because of the cheaper labour available, high quality work, and close proximity to the US. New investment regulations came into effect in 1989, and Mexico has attracted US$23 billion in foreign investment, two thirds of which has gone into the local stock market, with a much smaller share going into fixed investment in plant and equipment (Moffett, 1992). Mexico is currently enjoying economic growth and attracting even more foreign investments. However, companies currently located in Mexico have obtained mixed results which create reluctance to expand existing projects or to invest further.

Understanding how managers in position of leadership experience culture is essential to avoid instability and poor performance in international strategic alliances. This study tests the proposition that national culture, top management team culture, and manager's personality influence leadership and shapes intercultural fit through the predominant management style in US‐Mexican strategic alliances.

Strategic leadership and personality theories constitute the framework for this study. Managers from the US‐Mexican strategic alliances which partners hold an equity position were surveyed and provided data to test the hypotheses.

Findings show that American and Mexican managers construct their own social reality with rules and norms bounded primarily by the existing organizational culture in the alliance. Both managers' management styles are similar and converge into a participative “consultative” style emerging as a “third culture” characterized by task innovation and emotional concern as American managers' input and task support and social relationships as Mexican managers' contribution. This study suggests that if adequately balanced, individualism‐collectivism is a source of intercultural fit while building shared leadership.

Managers of international alliances may reconfigure individual and cultural orientations and styles of alliance partners in the design of management teams to build high levels of social effectiveness. The innovator style of American managers supports the dynamics of change for the alliance to advance while the adaptor style of Mexican managers builds stability, order, and maintains group cohesion and cooperation.

Intercultural fit in international strategic alliances is achieved through designing organizational cultures that incorporate partners' cognitive diversity into the relationship.

Despite the fact that Hispanics are the largest and fastest growing segment of the population and that 44 percent of Hispanics of 18 years of age and older speak English less than very well, research examining the impact of Spanish‐accented English on employment‐related decisions has been scarce. Therefore, the present study aimed to examine the effects of the accent (standard American English and Mexican Spanish) of a hypothetical job applicant on employment‐related judgments and hiring decisions.

Participants made employment‐related decisions (i.e. job suitability ratings, likelihood of a promotion, and hiring decision) and judgments of personal attributes (i.e. perceived competence and warmth) of a hypothetical applicant for an entry‐level software engineering job. The accent of the applicant was manipulated using the matched‐guise technique.

Results showed that compared to an applicant with a standard American‐English accent, one with a Mexican‐Spanish accent was at a disadvantage when applying for the software engineering job. The Mexican‐Spanish‐accented applicant was rated as less suitable for the job and viewed as less likely to be promoted to a managerial position. In addition, fewer participants decided to hire the Mexican‐Spanish‐accented applicant than the standard American English‐accented applicant.

Given the negative evaluations of the Mexican‐Spanish‐accented applicant, recruiters and interviewers should be selected who do not view foreign accents negatively. Furthermore, organizations should make a conscious effort to regard foreign accents as assets to their businesses.

This research contributes to our understanding of how foreign accents influence decisions that have important economic consequences for individuals.