Journal of Business and Retail Management Research JBRMR 2056-6271 https://doi.org/10.24052/JBRMR/ 22 Volume 10 Issue 1 2015-10-01 https://jbrmr.com/cdn/issue_file/Vol-10_Issue-1.pdf
198 National stereotype effects on consumer expectations and purchase likelihood: competent versus warm countries of origin https://jbrmr.com/details&cid=198 2015-11-04 This two-study, experimental design, research proposes and tests if and how national stereotypes based on perceptions of competence versus warmth affect consumer expectations of the utilitarian versus hedonic nature of products as well as their subsequent purchase likelihood. The results of our first study found that higher perceived warmth results in greater expectations of hedonic product properties, and that higher competence perceptions result in greater expectations of utilitarian properties. It is further shown that perceived competence and warmth mediate the effect of country of origin on utilitarian and hedonic product expectations, respectively. Importantly, the second study demonstrates the downstream impact of national stereotypes on consumer behavior, showing the asymmetric effect of perceived warmth and competence on purchase likelihood of hedonic versus utilitarian products, whereas competent perception favor both utilitarian and hedonic purchase likelihood. Managerial and policy implications are offered for the marketing, retailing, and promotional strategies of products as well as of nation-brands. A social psychology of post-colonial globalization stereotypes nations as more competent ('developed' or ‘emerged’) versus warm (‘developing’ or 'emerging'): what can nations do to deliberately overcome the confines of negative and positive stereotypes in order to best promote their goods and services exports? Aaker, J. (1997) Dimensions of Brand Personality. Journal of Marketing Research. 34 (Aug). p. 347-57. Aaker, J., Vohs, K.D. & Mogilner, C. 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199 Behavioural segmentation using store scanner data in retailing: Exploration and exploitation in frequently purchased consumer goods markets https://jbrmr.com/details&cid=199 2015-11-04 Consumers treat and react to promotions diversely in terms of their promotion proneness and variety seeking tendency. This paper investigates 589 consumers with 169678 transaction records in the US salt-snack market ranging from year 4 to year 7 in IRI Market Dataset for exploring how their purchase behaviours evolve in the consumer life cycle. A set of algorithms is presented to process store scanner data for measuring consumers’ promotion proneness and variety seeking tendency, which are then used for conducting clustering analysis. Four types of purchase behaviours including “Promotion averse”, “Bargain hunters”, “Opportunistic explorers”, and “Opportunistic exploiters” are identified and assigned accordingly for each consumer in each year. Even though consumers’ purchase behaviours will dynamically and freely shift within or among those four behavioural segments over time, two clear behavioural evolvement patterns can be identified statistically in the consumer life cycle. In the US salt-snack market, some consumers who are initially not sensitive to promotions will gradually evolve to take advantage of promotion to try alternatives for extending their market knowledge. Some explorers’ promotion proneness will gradually increase and outweigh their variety seeking tendency over time, thus, those opportunistic explorers become inclined to buy any brands on promotion. In contrast, consumers who initially prefer to buy their familiar brands will become m Audibert, J. Y., Munos, R., and Szepesv´ari, C. (2009) Exploration-exploitation trade-off using variance estimates in multi-armed bandits. Theoretical Computer Science. 410. p. 1876-1902. Babej, M. E., and Pollak, T. (2007) In-store advertising: Coming of age? [Online] Available from : http://www.forbes.com/2007/10/29/unsolicited-advice-supermarkets oped_meb_1030advice.html [Accessed: 10 June 2014] Cerrito, P. B. (2005). Comparison of Enterprise Miner and SAS/Stat for data mining. Louisville: SAS Institute Inc. Che, H., Erdem, T., and Öncü , T. (2013) Consumer learning and evolution of consumer brand preferences. Pennsylvania: University of Pennsylvania. Chen, J. (2004) Generalized entropy theory of information and market patterns. Corporate Finance Review. p. 23-32. Collica, R. S. (2011). Customer segmentation and clustering using SAS Enterprise Miner. 2nd Ed. Cary: SAS Institute Inc. Erdem, T., and Keane, M. P. (1996) Decision-making under uncertainty: Capturing dynamic brand choice processes in turbulent consumer goods markets. Marketing Science. 15(1). p. 1-20. Gupta, A. K., Smith, K. G., and Shalley, C. E. (2006) The interplay between exploration and exploitation. Academy of Management Journal. 49(4). p. 693–706. Gilbert, D. C., and Jackaria, N. (2002) The efficacy of sales promotions in UK supermarkets: A consumer view. International Journal of Retail & Distribution Management. 30(6). p. 315-322. Heilman, C. M., Bowman, D., and Wright, G. P. (2000) The evolution of brand preferences and choice behaviors of consumers new to a market. Journal of Marketing Research. 37(2). p. 139-155. Lodorfos, G. N., Mulvana, K. L., and Temperley, J. (2006) Consumer behaviour: Experience, price, trust and subjective norms in the OTC pharmaceutical market. Innovative Marketing. 2(3). p. 41-66. SAS Institute Inc. (1999) SAS/STAT user's guide. The FASTCLUS Procedure. Cary: SAS Institute Inc. Teunter, L. H. (2002) Analysis of sales promotion effects on household purchase behavior. A Thesis Submitted in partial fulfilment of the Requirements of Erasmus University for the Degree of Doctor of Philosophy. Rotterdam: Erasmus University. https://jbrmr.com/cdn/article_file/i-22_c-199.pdf Cheng Luo Oscar de Bruijn Yu-Wang Chen Consumer behavioural evolvement behavioural segmentation promotion exploration and exploitation retailing store scanner data. 595206 71 0
200 The role of social capital on absorptive capacity and organizational innovation https://jbrmr.com/details&cid=200 2015-11-04 This study aims to investigate the influences of social capital on three dimensions: the structural dimension, the relational dimension and the cognitive dimension in relation to absorptive capacity and organizational innovation. The data were collected by using a questionnaire from 119 leather product exporting firms. The results indicate that both the relational and cognitive dimensions have a significant positive impact on absorptive capacity. Absorptive capacity has a significant positive impact on organizational innovation. This study might be useful to scholars and those who share an interest in the subject. The current study can also be used as a guideline for future research projects. Potential discussion with the research results is effectively implemented in the study. 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201 Investigating the major marketing communication tools and their impact on building bank brand equity in the Egyptian context A customer perspective https://jbrmr.com/details&cid=201 2015-11-04 The purpose of this study is to identify the major marketing communication tools that are beneficial on building bank brand equity through customer-based brand equity dimensions (CBBE) (brand awareness, brand perceived quality, brand associations, brand loyalty and brand trust) fromcustomers’ perspective in the Egyptian context.This studyused qualitative approach, which consists of semi-structured interviews.Fifteen interviews were conducted until the saturation level.Data collected were analysed by using themed analysis.The findings of this study showed that in the Egyptian banking sector, the major bank marketing communication tools consist of advertising, personal selling and direct marketing. The most important tool was personal selling; the next tool was direct marketing; and, finally, the advertising on building bank brand equity through CBBE dimensions. This study contributes on the theoretical level in the following ways: by adding to the field of branding particularly in the service brand equity in the Egyptian banking sector; by identifying the major bank marketing communication tools that help build bank brand equity through CBBE dimensions; and by developing a proposed conceptual framework that links between major marketing communication tools, CBBE dimensions and overall brand equity.It also provides directions to the service provider and particularly the bank managers on building, improving and maintaining bank brand equity to achieve a sustainable competitive Aaker, D. A. (1991). Managing brand equity: Capitalizing on the value of a brand name. New York: Free Press.  Aaker, D.A. (1996). Building strong brands. New York: Free Press. 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Developing and validating a consumer-based overall brand equity scale for Americans and Koreans: An extension of Aaker’s and Keller’s conceptualizations. Paper presented at 1997 AMA summer Educators Conference, Chicago. Yoo, B., & Donthu, N. (2001). Developing and validating a multidimensional consumer-based brand equity scale. Journal of Business Research, 52(1), 1-14. Yoo, B., Donthu, N., & Lee, S. (2000). An examination of selected marketing mix elements and brand equity. Journal of the Academy of Marketing Science, 25(2), 195-212. Zeithaml, V. A. (1988). Consumer perceptions of price, quality, and value: A means-end model and synthesis of evidence. Journal of Marketing, 52(3), 2-22.   https://jbrmr.com/cdn/article_file/i-22_c-201.pdf Heba Sadek Peter Redding Passant Tantawi Brand equity marketing communication tools Egyptian banking sector 573198 55 0
202 Private label brand adoption in South Africa: a qualitative analysis of grocery products using expert opinion https://jbrmr.com/details&cid=202 2015-11-04 This study considered the adoption of private label brands, with a particular focus on breakfast cereals sold under a retailer’s own label, within the South African grocery sector. A panel of twelve corporate and academic experts was assembled and consulted to probe these issues and draw suitable qualitative insights for retailers to improve the inherent quality of their private label merchandise and the marketing thereof. Based on the insights gleaned, a number of conclusions and managerial implications were reached. This study produced results to suggest that packaging is an inadequate feature of PLBs in their current state, suggesting a potential reason for their poor quality perceptions and relative lack of success in the South African market place. Moreover, the study stressed the importance of value, and particularly the effect of price in this equation. Lower prices have served as the basis on which these products have traditionally been sold, yet product quality should not be overlooked as a determinant in the value equation. Moreover, the leverage potential of the store image was also highlighted as a prominent factor to allay such fears and create a ‘halo effect’ for the brand. Baltas, G. 2003. A combined segmentation and demand model for store brands. European Journal of Marketing, 37(10), 1499-1513. Blottnitz, M. 2007.Review of the South African wholesale and retail sector and its Small Enterprises in 2007. University of Cape Town, Cape Town (unpublished). Broadbent, S. 1994. Diversity in categories, brands and strategy. Journal of Brand Management, 2(1), 9-18. Corstjens, J., Corstjens, M. and Lal, R. 1995. Retail competition in the fast-moving consumer goods industry: The case of France and the UK. European Management Journal, 13(4), 363-73. deChernatony, L. and McDonald, M. 2003. Creating Powerful Brands, 3rd edition. Elsevier, Oxford. de Wulf, K.,Odekerken-Schröder, G., Goedertier, F. and Van Ossel, G. 2005. Consumer perceptions of store brands versus national brands. Journal of Consumer Marketing, 22(4), 223–232. Fan, Y. 2005.Ethical branding and corporate reputation. Corporate Communications: An International Journal, 10(4), 341-350. Huang, Y. and Huddleston, P. 2009. Retailer premium own-brands: Creating customer loyalty through own-brand products advantage. International Journal of Retail and Distribution Management, 37(11), 975-992. Herstein, R. and Jaffe, E. 2007. Launching store brands in emerging markets: Resistance crumbles. Journal of Business Strategy, 28(5), 13-19. Klemz, B., Boshoff, C. and Mazibuko, N. 2006. Emerging markets in black South African townships: Small local independently owned versus large national retailers. European Journal of Marketing, 40(5), 590–611. Klug, D. and Queck, M. 2012. Private Label, 2013: The global grocery trends to watch. Planet Retail. Available:  http://www.planetretail.net/catalog/mkrep/6/3/sum_PrivateLabel2013.pdf.Dated 01/12/2012.  Knox, S. 2004. Positioning and branding your organization. Journal of Product and Brand Management, 13(2), 105-115. Kumar, N. and Steenkamp, J. 2007. Private Label Strategy: How to meet the store brand challenge. Harvard Business School Press, Cambridge. Martenson, R. 2007. Corporate brand image, satisfaction and store loyalty: A study of the store as a brand, store brands and manufacturer brands. International Journal of Retail and Distribution Management, 35(7), 544-555. Mowle, J. and Merilees, B. 2005. A functional and symbolic perspective to branding Australian SME wineries.Journal of Product and Brand Management, 14(4), 220-227. Nielsen, A.C. 2011. Retailer Own Brands. Client Presentation: Standard Bank Investment Conference, Vineyard Hotel, December 2011, Cape Town. Nielsen, A.C. 2006. Retailer own brands: Insights from category to consumer to chain. Available (Executive Summary):  http://www.bizcommunity.com/Article/196/19/11899.html. Dated 04/09/2006. Olbrich, R. and Grewe, G. 2009. Consequences of competition between national brands and private labels. Empirical results from different German outlet formats. International Journal of Retail and Distribution Management, 37(11), 933-951. PlanetRetail. 2010. Retailers and manufacturers must collaborate to secure growth. Available: http://admin.planetretail.net/NewsMedia/PAYG/PressRelease.aspx?NewsItemID=59136. Dated 24/05/2010. Weisnewski, M. 2008. How tangible is your brand? Design Management Review, 19(2), 53-57. Weisnewski, M. 2009. Why should non-profits invest in a brand? And where to begin.Non-Profit World, 29(3), 2-12. Wood, L. 2000. Brands and brand equity: Definition and management. Management Decision, 38(9), 662-74. Zielke, S. and Dobbelstein, T. 2007. Customers’ willingness to purchase new store brands. Journal of Product and Brand Management, 16(2), 112-121. https://jbrmr.com/cdn/article_file/i-22_c-202.pdf Justin Beneke Stephen Carter Private label store brand cereal FMCG qualitative South Africa 584660 45 0
203 South Korea's country personality in Thai consumer's perception: A qualitative study https://jbrmr.com/details&cid=203 2015-11-04 Brand personality applies human personality traits to describe a brand. While brand personality has attracted interests from marketing researchers for decades, the application of brand personality to describe a country as a person is still in its infancy. To fill in this void, the present study employs a qualitative research to gain insights in this topic and explore the possibility that new country personality dimensions and/or traits will emerge. Data collected from Thai consumers reveal six dimensions of Korea’s country personality including Development (e.g., advanced, developed, highly educated), Agreeableness (e.g., friendly, sincere, sympathetic), Good Appearance (e.g., cute, beautiful, surgical, handsome), Trendiness (e.g., entertaining, fashionable, touristic),Conservatism(e.g., religious, orderly, patriotic), and Negativity(selfish, impolite, chaotic).Several research implications are discussed and avenues for future research are offered. Aaker, J.L., 1997. Dimensions of brand personality. Journal of Marketing Research, 34(3), 347-356. Bouhlel, O.,  Mzoughi, N., Hadiji, D., and Slimane, I.B., 2011.  Brand personality’s influence on     the purchase intention: a mobile marketing case.  International Journal of Business and     Management, 6(9), 210-227. Chen, Q. and Rodgers, S., 2006.Development of an instrument to measure web site  personality. Journal of Interactive Advertising, 7(1), 47-64. d’Astous, A. and Boujbel, L., 2007.Positioning countries on personality dimensions: scale     development and implications for country marketing. Journal of Business Research, 60(3),     231-239. d'Astous, A., François,C., and d'Astous, E., 2006.  The personality of cultural festivals: scale development and applications. International Journal of Arts Management, 8(2), 14-23. Hosany, S., Ekinci, Y., andUysal, M., 2006.Destination image and destination personality: an     application of branding theories to tourism places. Journal of Business Research, 59, 638–     642. Kim, Y., 2006.  Do South Korean companies need to obscure their country-of-origin image? A     case of Samsung. Corporate Communications: An International Journal, 11(2), 126-137. Lee, C.Y., 2012.  Korean culture and its influence on business practice in South Korea.  The     Journal of International Management Studies, 7(2), 184-191.  Sirisoontorn, S., and Polyorat, K., 2013.Impact of country personality and country image on     country of origin and purchase intentions for global supply chain management     presented at the 2nd International Conference on Production and Supply Chain Management     (ICPSCM 2013), Rome, Italy.  Sung, Y. and Tinkham, S. F., 2005.Brand personality structures in the United States and Korea: common and culture-specific factors.  Journal of Consumer Psychology, 15(4), 334–350. Swaminathan, V., Stilley K. M. and Ahluwalia, R., 2009.When brand personality matters: the moderating role of attachment styles. Journal of Consumer Research, 35, 985-1002. Tsiotsou, R., 2012. Developing a scale for measuring the personality of sport teams. Journal of Services Marketing, 248-249. Venable, B., Rose, G., Bush, V. and Gilbert, F., 2005.  The role of brand personality in charitable giving: an assessment and validation. Academy of Marketing Science Journal, 33(3), 295–316. Upadhyaya, M., 2012. Influence of destination image and destination personality: an empirical analysis. Journal of Marketing & Communication, 7(3), 40-47. Yu, S., 1999.  The growth pattern of Samsung electronics: a strategy perspective.  International     Studies of Management & Organization, 28(4), 57-72. https://jbrmr.com/cdn/article_file/i-22_c-203.pdf Kawpong Polyorat Kullanun Sripongpun Country personality Brand personality Marketing South Korea Thailand 566025 36 0
204 Is converting shrub land to palm oil plantation worth it? - an ecosystem services analysis https://jbrmr.com/details&cid=204 2015-11-04 Palm oil is one of the most important commodities as a source of national income in Indonesia. Increasing demand for this commodity encourages land conversion from shrub land to palm oil plantation in Parinduregion, West Kalimantan. As the result thereof, the ecological function of shrub land is neglected. This research examines whether the full conversion of shrub land into palm oil plantation is worth using the concept of total economic value. This concept considers three ecosystem services from shrub land, which are regulating services, provisioning services, and cultural services. The valuation shows that the estimated economic value of shrub land for the local community is Rp830, 293 (for provisioning service), Rp20 to Rp40 (for cultural service), and Rp831, 613 to Rp831, 633 (for regulation service). This means that the economic value for shrub land until the next twenty years is in the range of Rp5,997,592to Rp7,782,421 (or equal to USD 454.019 to USD 589.131) per hectare. It is to prove that despite its small economic value, shrub land indeed appears to have considerable economic value. Hence, based on the cost-benefit analysis on the three ecosystem services, the palm oil plantations worth to build on shrub land. However, further research is suggested to complete the total economic valuation with other ecosystem services, since the cost of pollution decreases the monetary value of shrub land, so that in terms of long-term sustainability, the development of palm oil p Anggraitoningsih, W., Ubaidillah, R., Sutrisno, H., Suwito, A., Efendy, O., (2012). Potensi dan     Pengendalian Serangga Hama Kelapa Sawit di Lampung. Ristek LIPI. Antarnews. (2013, March 29). 37 Juta Rakyat Gantungkan Hidup pada Sawit. 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Retrieved July     13, 2013, from informasi.kelapasawit.blogspot.com:  http://informasi-kelapasawit.blogspot.com/2013/03/penghasilan-negara-dari-pajak-    ekspor.html Riyanto, H. I. (2011). Kelimpahan dan Keanekaragaman Spesies Serangga Predator dan Parasitoid Aphis     Gossypii Di Sumatera Selatan. Program Studi Doktor Ilmu Pertanian. Roundtable on Sustainable Palm Oil (RSPO), 2014, Impact Report 2014. Roundtable for Sustainable Palm Oil (RSPO), 2013, Principles and Criteria for the Production of     Sustainable Palm Oil. Sathirathai, B. (2001). Valuing Mangrove Conservation in Southern Thailand. Western Economic     Association International. Snell, M. (2011). Cost-Benefit Analysis: A Practical Guide. Great Britain: Thomas Telford. https://jbrmr.com/cdn/article_file/i-22_c-204.pdf Martha Fani Cahyandito Rizky Ramadhan Land conversion Shrub land Palm oil plantation Cost-Benefit Analysis Ecosystem services. 561579 61 0
205 Assessing the implementation of TQM in the hospitality industry in Alexandria https://jbrmr.com/details&cid=205 2015-11-04 In today’s highly competitive, global marketplace, a company that excels is one that continually strives to identify and focus on factors critical to its customers and improve its processes in order to provide the highest – quality product or service possible. The implementation of total quality management in hospitality industry is an essential approach for business that attempts to maximize their competitiveness through the continual improvement of the quality of its products, services, people, processes, and environments in order to meet customers’ requirements which will subsequently lead to customers’ satisfaction. Moreover, it is worth to stress on the effect of dealing with the employees as internal customers in achieving customers’ satisfaction which will lead to present high quality service in the hospitality industry within the framework of TQM criteria. Thus, this study aims to investigate the relationship between the implementation of TQM and the customer satisfaction and employee’s satisfaction, as well as to study the relationship between the application of the TQM and achieving the organization goals and gaining competitive advantage through achieving customers’ satisfaction in hospitality industry in Alexandria, Egypt. Two questionnaires were distributed in four and five hotels in Alexandria; the first one is distributed to customers to measure the elements that affect their satisfaction during their stay in Alexandria hotels. The second one was Barrows, Clayton W. and Powers, Tom.(2009). Introduction to the hospitality industry. John Wiley & sons. Basu, Amiya, (2004), the price of Delivery Services, Journal of Regional Science, vol.44, Issue 4 Besterfield, et al.2003. Total Quality Management. Pearson education international. Bruhn, Manfred and Georgi, Dominik. 2006. Managing the Service Value Chain. Prentice hall. Bruhn, Manfred and Georgi, Dominik. 2006. Service Marketing. Prentice Hall.  Evans, Iames R.and Lindsay, William M. 2008. Managing for Quality and Performance Excellence.  Thomson learning Inc. Evans, James R. and Lindsay, William M. 2008. The Management and Control of Quality. Thomson. Foster, S.Thomas (2004). Managing quality- an integrative approach. Pearson education international. Gaurav, Kunal. (2010). Drivers of Employee Satisfaction and Attrition-a Quantitative Investigation. GRINVERLAG. Gerrish, Kate & Lacey, Anne.(2010). The research process in nursing. Blackwell publishing Ltd. Hayes, David K. and Ninemeier, Jack D. (2005).Hotel operation management. Prentice hall. Jones, Gareth R. and George, Jennifer M. (2007). Essentials of Contemporary Management .Mc Graw. Kothari.C.R.(2004). Research methodology. New age international LTd. Kotler, Philip and Armstrong, Gray. (2008). Principles of Marketing. Pearson Education International. Kotler, Philip and Armstrong, Gray. (2011). Marketing – an Introduction. Pearson Education International. Kotler, Philip and Keller, Kevin Lane.(2012). Marketing Management. Pearson education LTD. Lovelock, Christopher, Wirtz, Jochen, Chew, Patricia.(2009). Essentials of services marketing. Pearson prentice hall. Miller, R. L. and Brewer, J. D. (2003). The A-Z of social research: adictionary of key social science research concepts. London: Sage. Mohanty,R.P, and Lakhe, R.P.(2007). TQM in the Service Sector. JAICO publishing house. Mudie, Peter and Pirrie, Angela. (2006). Service Marketing Management. Elsevier LTD. Nunnally, J. C.(1978), “Psychometric theory”, New York: McGraw-Hill. Omachnou, Vincent K. and Ross, Joel E. (2000). Principles of total quality. CRC press LIC. Parasuraman, Valarie A. Zeithaml, Leonard L. Berry. ( 1985), Source: The Journal of Marketing, Vol. 49, No. 4  Rawlins, R.Ashely.2008. Total Quality Management (TQM). Author house. Riegelman, Richard K. (2005). Studying a study and testing a test. Williams & Wilkins Sallis, E. (2005).Total Quality Management .Education.Taylor&Francis. Zeithaml,V., Parasuraman,A. and Berry,Leonard L. (2010). Delivering quality service. The free press- New York.   Web sites www.isixsigma.com www.deming.edu https://jbrmr.com/cdn/article_file/i-22_c-205.pdf Reem Bahaa El Masry Reham Yassin Hamido Hala Nabil Hilaly Competitiveness TQM Employee Satisfaction Customer Satisfaction Hospitality Industry Alexandria 562613 46 0
206 The effects of ICT adoption on marketing capabilities and business performance of Indonesian SMEs in the fashion industry https://jbrmr.com/details&cid=206 2015-11-04 The purpose of this paper is to investigate factors influencing the adoption of ICT among SMEs, to examine the influence of ICT adoption on marketing capabilities, and to analyze the influence of marketing capabilities on business performance among Indonesian SMEs in the fashion industry. A questionnaire-based survey was employed to collect data from 204 SME owners/managers. The results suggest that complexity, trialability, and observability are among the technological factors that have a significant influence on ICT adoption. Research advantage and compatibility do not influence ICT adoption. Meanwhile, organizational factors such as owner/manager knowledge and innovativeness significantly influence ICT adoption among SMEs. Environmental factors such as competitive pressure, institutional intervention (excepting market turbulence) contribute significantly to the adoption. Moreover, data analysis reveals that ICT adoption has a positive influence toward SMEs’ marketing capabilities. Finally marketing capabilities significantly influence a firm’s business performance. The findings contain valuable insights that could educate owners/managers of SMEs about the potential gains they will get by adopting the cost-effective capabilities of Internet adoption for their businesses. This study also provides justification and recommendations for government and lawmakers to foster the growth of SMEs in Indonesia by building more IT-related infrastructure and developing necessary skil Ajzen, I., and Fishbein, M. 1980. Understanding attitudes and predicting social behavior, Englewood Cliffs, NJ: Prentice-Hall, Inc. Ajzen, I. 1991. The theory of planned behavior. 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207 The effect of HRM outsourcing on performance of multinational firms in Thailand https://jbrmr.com/details&cid=207 2015-11-04 The objective of this research is to verify the relationships among human resource outsourcing of four activities such as recruitment activities, training administration, payroll management, and human resource information system and organizational performance through HR cost efficiency, effective HR development and HR flexibility. The model is tested by using data collected from mail survey questionnaires of 165 multinational firms and using a questionnaire as the instrument. The results of OLS regression analysis show that HRM outsourcing has a significant impact on organizational performance both direct and indirect via HR cost efficiency, effective HR development and HR flexibility. In sum, this study contributes to manager by providing the knowledge that organizational performance can be increased by HR outsourcing implementation. 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208 The role of logistics task on retail food companies in Egypt https://jbrmr.com/details&cid=208 2015-11-04 The growth in the consumer food retail companies in 2008 and 2009 was primarily due to continued Egyptian population growth, relatively strong economic growth despite the global downturn in 2009, and the presence of new international and domestic retail companies. Changes in consumer lifestyle, as Egyptian consumers become more westernized in their work hours and eating habits, along with the presence of more women in the workforce, contributed to increased retail and food service sales. The economic climate will further improve as the global economic crisis is resolved, breathing new life into the ever growing Egyptian market. 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Logistics based competition--A business model approach. Linköping Studies in Science and Technology, Dissertation No 1144, Linköping University, Sweden. Kumar, N., &Linguri, S. (2006). Fashion sense. Business Strategy Review, 17(2), 80-84. Kumar, S. (2008). A study of the supermarket industry and its growing logistics capabilities. International Journal of Retail & Distribution Management, 36(3), 192-211. Lambert, D. M., & Cooper, M. C. (2010). Issues in supply chain management. Industrial Marketing Management, 29(1), 65-83. Lee, H. L., &Whang, S. (2009). Information sharing in a supply chain. International Journal of Technology Management, 20(3/4), 373-387. https://jbrmr.com/cdn/article_file/i-22_c-208.pdf Zizi Hassan Mohamed Zidan Retail food companies Egypt Logistics Retail Convenience Distribution Center and Warehouse 574366 40 0
209 International management: A conceptual framework for comparison of offshoring and outsourcing strategies by UK and German multinational corporations https://jbrmr.com/details&cid=209 2015-11-04 This paper outlines research exploring differences in approach to outsourcing and offshoring by multinational corporations. In particular, a comparison is drawn between German and UK headquartered organizations in the airline / transport and also the engineering sectors. A novel conceptual framework is developed that uses differing varieties of capitalism (VoC) to compare and contrast a series of criteria. Underlying theory that is drawn from the resource based view (RBV) of the firm and global production networks (GPNs) are also considered. The initial findings from two case studies are that German organizations are less inclined to outsource (in both sectors) preferring to retain control as a wholly owned business offshore. The UK businesses were less risk adverse and seemed to be more flexible and agile in their sourcing policies being prepared to outsource, offshore and partner or acquire as appropriate, even using competitors when there is a sound business case. The relationships’ with trade unions / works council was also found to be very different, with reluctance by management in Germany to progress radical initiatives. A favorable economy in Germany has also created an environment in which overseas expansion could take place without a significant loss of jobs at home. Banker, R.D. et al (1984) Estimating the most productive scale size using data envelopment analysis. European Journal of Operational Research (July), 35-44 Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120. 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(2009).’ National Capitalisms, Global Production Networks Fashioning the Value Chain in the UK, USA and Germany’. Oxford University Press, Oxford. Lynn, L. & Salzman, H. (2009).  ‘The new globalization of Engineering: How offshoring of advanced engineering affects competitiveness and development’. Economics, Management and Financial Markets, 4, 1.  March. Addleton, New York. McKinsey (2012). Manufacturing the future: The next era of global growth and innovation. McKinsey Global Institute and McKinsey Operations Practice, November. Mitchell, A.J. & Hill, S. (2004) The Great M&A Gamble, The Ashridge Journal 360°, Autumn Morgan, G., Whitley, R. & Moen, E. (2006). ‘Changing Capitalisms? Complementarities, Contradictions and Capability Development in an International Context’, pp78-109, Oxford University Press, Oxford Mudambi, R. & Venzin, M. (2010). The Strategic Nexus of Offshoring and Outsourcing Decisions, Journal of Management Studies 47:8 December Pisano, G. 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210 Global Vs. Local-The Hungarian Retail Wars https://jbrmr.com/details&cid=210 2015-11-04 In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well”. Sajátkézben | SC Monitor. 2014. Sajátkézben | SC Monitor. [ONLINE] Available at: http://www.scmonitor.hu/archivum/2009/2009-oktober-sajat-kezben. [Accessed 19 May 2014] Csemege-Match Zrt. Magyarország Vállalati profile 2014. Csemege-Match Zrt. Magyarország Vállalati profile 2014. [ONLINE] Available at: http://www.securities.com/Public/company-profile/HU/Csemege Match_Zrt_hu_1441063.html. [Accessed 19 May 2014] CBA (magyarüzletlánc) - Wikipédia. 2014. CBA (magyarüzletlánc) - Wikipédia. [ONLINE] Available at: http://hu.wikipedia.org/wiki/CBA_(magyar_%C3%BCzletl%C3%A1nc). [Accessed 19 May 2014] CBA. 2014. CBA. [ONLINE] Available at: http://www.cba.hu/pages/cba/fejlodes. [Accessed 19 May 2014] CBA PRIMA. 2014. CBA. [ONLINE] Available at: http://www.cba.hu/pages/static/prima. [Accessed 19 May 2014] CBA CENT. 2014. CBA. [ONLINE] Available at: http://www.cba.hu/pages/static/cent. [Accessed 19 May 2014 Retail chain ranking 2011: Tesco, CBA and Coop are the top three | Trademagazin. 2014. Retail chain ranking 2011: Tesco, CBA and Coop are the top three | Trademagazin. [ONLINE] Available at: http://www.trademagazin.hu/en/piaci-hirek/kereskedelmi-toplista-2011-tesco-cba-coop-az-elen-2.html. [Accessed 19 May 2014] CBA LogisztikaiKozpont. 2014. CBA. [ONLINE] Available at: http://www.cba.hu/pages/cba/kozpont?lang=hu. [Accessed 19 May 2014] ZV-2012 feladat2014. . [ONLINE] Available at: http://www.marketing-turizmus.hu/documents/coop2012.pdf. [Accessed 19 May 2014] Coop - A jószomszéd. 2014. Coop - A jószomszéd. [ONLINE] Available at: http://coop.hu/rovat/rolunk. [Accessed 19 May 2014] Coop - Wikipédia. 2014. Coop - Wikipédia. [ONLINE] Available at: http://hu.wikipedia.org/wiki/Coop. [Accessed 19 May 2014] COOP EURO - Buying Alliance of Cooperative Retailers in Central Europe. 2014. COOP EURO - Buying Alliance of Cooperative Retailers in Central Europe. [ONLINE] Available at: http://www.coopeuro.com/. [Accessed 19 May 2014] A COOP jelentős EDI projektetindítSzlovákiában | EDITEL. 2014. A COOP jelentős EDI projektetindítSzlovákiában | EDITEL. [ONLINE] Available at: http://www.editel.at/hu/news/jelentos_EDI_projektet. [Accessed 19 May 2014] CO-OP HUNGARY. 2014. [ONLINE] Available at: http://coop.hu/upload/docs/coop_franchise_know_how.pdf. [Accessed 19 May 2014] Cégűnkről. 2014. Cégúnkről. [ONLINE] Available at: http://www.metro.hu/public/Cegunkrol. [Accessed 19 May 2014] Megtévesztő Penny Market |Tudatos Vásárló. 2014. Megtévesztő Penny Market|Tudatos Vásárló. [ONLINE] Available at: http://tudatosvasarlo.hu/cikk/megteveszto-penny-market.  [Accessed 21 May 2014] Cégtőrténet – Lidl Magyarország. 2014 Cégtőrténet – Lidl Magyarország. 2014. [ONLINE] Available at: http://www.lidl.hu/cps/rde/SID-05FDE37E-41C511DD/www_lidl_hu/hs.xsl/2493.htm. [Accessed 21 May 2014  ALDI - A vállalat. 2014. ALDI - A vállalat. [ONLINE] Available at: https://avallalat.aldi.hu/hu/rolunk/a-vallalat/. [Accessed 19 May 2014] Auchan Magyarorszag Kft. Cégunkról. Sai-jobinfo.hu.2014. Auchan Magyarorszag Kft. Cégunkról. Sai-jobinfo.hu. [ONLINE] Available at: http://www.jobinfo.hu/cegbemutato/auchan-allasok/Ertekesites-Kereskedelem/8-oras-teljes-munkaido-foallas?frm_search_desc=c%E9g+c%E9g. [Accessed 19 May 2014] Tesco Magyararszágon. 2014. Tesco Magyararszágon. [ONLINE] Available at: https://tesco.hu/tesco-magyarorszagon/a-tesco-magyarorszagon [Accessed 19 May 2014 SPAR-csoport- SPAR Magyarország 2014. „ SPAR-csoport- SPAR Magyarország 2014. [ONLINE] Available at http://www.spar.hu/hu_HU/spar_csoport.html. [Accessed 19 May 2014] Mayer, C.S., “Time to Fold the Tent: Retail Rivalry in Hungary and its Implication for the Rest of CEE”, Chapter 1.5 pp.53-63, in Free Markets in its Twenties, M. Kisilowski, Ed., CEU Press, 2014. HUNGARY: Louis Delhaize Completes Partial Sales of Asset. 2014 HUNGARY: Louis Delhaize Completes Partial Sales of Asset. [ONLINE] Available at http://www.kamcity.com/namnews/asp/newsarticle.asp?newsid=67904. [Accessed 19 May 2014] https://jbrmr.com/cdn/article_file/i-22_c-210.pdf Charles S. Mayer Reza M. Bakhshandeh MNE's SME's Hungary FMCG Retailing Cooperatives Rivalry 597364 52 0