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The purpose of this paper is to investigate the relationship between national cultural values and retail structure.

The authors use a panel data set of 67 countries over the period 1999-2012.

The results demonstrate that national cultural values, measured with the World Values Survey’s traditional/secular-rational and survival/self-expression dimensions, affect retail structure.

While marketing scholars have examined the relationship between demographic and competitive factors and retail structure, there has been a substantial body of anecdotal evidence showing that national culture can also drive retail structure development. In order to enhance the understanding of the relationship between national culture and retail structure, the authors empirically examine the impact of national cultural values on retail structure.

This study is the first one to empirically examine the impact of national culture on retail structure. The authors thus help advance retail structure research the primary focus of which has been on investigating the impact of demographic and competitive factors on retail structure. This study is especially relevant to international retail managers who coordinate retail operations in multiple countries around the world. These managers need insight into the impact of national cultural values on retail structure in order to devise effective retail strategies for each host market.

What happens to export markets when the nations in which customers reside experience a sudden, unanticipated change in a relevant aspect of the environment? Which goods exported to these nations tend to be affected more than others? The study reported in this paper examines the impact that the oil shock of the 1970s had on world export markets. This sudden environmental change caused some nations to obtain sudden wealth and others to experience instant economic problems. The findings of the study illustrate the range of consequences for export markets that can occur, depending on the manner in which nations are affected by sudden change.

Examines the USA‐Japan trade controversy, arising from the extended trade imbalance between them, with respect to the most contentious product categories. Then provides a statistical assessment of the changes that have occurred in Japanese trade between 1985 and 1989. The findings suggest little improvement over the time period.

The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while simultaneously pursuing independent as well as systemic goals. Examines how co‐operation among distribution channel members can be fostered through the use of participative, supportive and directive leadership styles foster channel member co‐operation and assesses the relationship between co‐operation and channel member performance. Develops a conceptual model and empirically tests the linkages among the variables on data drawn from a survey of key informants in a sample of automobile dealerships. Shows that participative, supportive and directive leadership styles are directly related to channel member co‐operation, which, in turn, is positively associated with channel member performance.

Marketing channels exist in an increasingly competitive international and global environment. Consequently, many firms have reengineered their marketing channels systems by placing greater emphasis on fostering higher levels of cooperation among international channel participants. However, there are relatively few studies that explore cross‐cultural issues in marketing channels. Thus, investigating whether cultural differences influence how channel participants react to a firm’s channel strategies is an important issue that needs to be addressed. This study comparatively examines channel leadership styles, cooperation, and channel member performance across three divergent national cultures. More specifically, the study seeks to assess whether employing uniform channel strategies produces similar responses from channel members in different countries. Using data drawn from a sample of automobile dealerships in the USA, Finland, and Poland, inconsistent results were found, which suggest that using leadership stylesto foster cooperation among channel members across different national cultures on a standardized basis is not an appropriate channel strategy. Based on the findings, international channel management implications, limitations, and directions for future research are proferred.

This study develops and tests a theoretical research model delineating the relationships between consumers' patriotism and their response to patriotic advertising and the advertised brand, and examines if the research model has the same pattern across different sporting events. Structural Equation Modeling is employed to test the model by using data collected from three different sporting event contexts. The results provide empirical evidence of the positive influence of consumers' patriotism on attitudes towards patriotic advertising and brands in sporting event contexts. A direct effect of patriotism on sports event involvement is found in international mega-sporting events but not in a domestic (or national) sporting event.