Suchergebnisse

AbstractThis study examines the antecedents and outcomes of consumer disidentification (CDI) among immigrants and the role that cultural change plays in affecting this consumer orientation. Specifically, it explores the effect of acculturation and ethnic identification on host nation sentiments (i.e., host nation identification, disidentification, and affinity) and how the latter influence CDI. Then, it assesses the effect of CDI on consumer behaviors including product quality judgments and willingness to buy products originating in the host country. Survey data from a convenience sample of 555 adults of Cuban and Puerto Rican origin, who live in the USA, confirm that disidentification with the host nation is the basis of CDI. Acculturation is the process through which disidentification with the host nation and the resulting CDI can be mitigated. However, ethnic identification shows inconsistencies in affecting consumers' sentiments toward the host nation and CDI. While CDI is negatively related to consumers' willingness to buy domestic products, it does not seem to affect consumers' willingness to buy domestic products through their product quality judgments. Practically, this study facilitates strategic marketing decisions that are related to the presentation of country‐of‐origin (COO) product attributes in marketing communication and branding campaigns. This study is one of the few empirical studies on CDI, and it focuses on COO effects of domestic rather than foreign products among subcultures within national boundaries. Understanding COO effects among subnational cultural consumers is of primary importance given the ever‐increasing ethnic diversification of consumer markets.

ABSTRACTThis paper focuses on the consumer's doppelganger effect, the inclination of consumers to intentionally mimic other individuals' consumption behaviors. Taking a role model perspective, we look at the inclination of Israeli teenage girls to resonate with role models with whom they have unidirectional (study 1; N = 152) and bidirectional (study 2; N = 343) relationships. The findings demonstrate that consumers' doppelgangers have a strong inclination to intentionally emulate other individuals' consumption behavior when they perceive them as consumer role models, an assessment that is rooted in their view of these individuals as relevant. The contributions of this research relate to the study of mimicry, role modeling, and family consumption.Copyright © 2013 John Wiley & Sons, Ltd.

Purpose: The primary purpose of this paper is to fill the research gap regarding the evolution of managerial processes within (largely family) diamond industry firms, especially over the past seven decades. Design/methodology/approach: Qualitative data were gathered from interviews with 100 managers in the diamond industry in Israel, together with data from Israeli Government, industry and academic sources. Findings: Over the recent life cycle of the diamond industry, with its changing structures and dynamics, participant firms have evolved through seven stages of engagement, from one based on trust and personal connections to more impersonal, standardized connections that exist today. Research limitations/implications: In seeking to tell the story of industry participants as a group, the differences in behaviours between the family firms and the non-family firms have not explored. This should be the work of future research, which, if aimed at teasing out the results of this study, may help shed additional light on the strategic processes that occur within family firms. Practical implications: Although the firms examined in this study were from one industry (and an arguably narrow cultural base), their development over time was not dissimilar to the experience reported in other industries and cultures. This suggests that the components of the evolution of the strategic process that ensues within family firms may be generalizable throughout cultures. In the absence of kin relationships, the importance of trust in their dealings cannot be overstated. Originality/value: The findings demonstrate how one group of participants in the global diamond industry has responded to the changing economic, social and political contexts of their operations, where trust and personal connections have been replaced by more impersonal, standardized dealings.