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The present study consists of managers and professionals in 26 countries including seven from Central and Eastern Europe. The purpose of this paper is to investigate whether culture dimensions predict country differences in the relationship between gender and organizational commitment. The study integrated theories of social learning, role adjustment and exchange that link commitment to organizational roles to explain such differences in gender effects. Findings indicate that an alternative modernities perspective on theories of gender and commitment is better warranted than is a traditional modernities perspective.

This study examined the relationship between gender and organizational commitment using primary data collected in 26 counties. The cross-level moderating effects of individualism, masculinity, uncertainty avoidance, power distance and restraint vs indulgence was examined using hierarchical linear modeling.

Organizational commitment is found to be higher among men than women in four countries (Australia, China, Hungary, Jamaica) and higher among women than men in two countries (Bulgaria and Romania). Results shows that large power distance, uncertainty avoidance, femininity (social goal emphasis) and restraint (vs indulgence) predict an association between being female and commitment. These all suggest limitations to the traditional modernity-based understanding of gender and the workplace.

This study is unique based on the three theories it integrates and because it tests the proposed hypothesis using a multi-level nested research design. Moreover, the results suggest a tension between an alternative modernities perspective on top-down governmental effects on commitment through exchange and bottom-up personal effects on commitment through social learning with role adjustment in an intermediate position.

The purpose of the study is to develop and empirically test a model of how consumers process logo changes used in rebranding.

Individual in-depth interviews with 12 informants allowed researchers to better understand how consumers respond to logo changes. After developing a model of how consumers process logo changes, researchers deployed a field study evaluating two actual retail brands using survey methodology with 406 respondents.

Nine of the ten hypotheses of the study receive support. Notably, both interest in the logo change as well as doubt about the logo change characterize consumers’ processing of the logo change.

Although study respondents viewed multiple brands along with variations of these brands, other brands might elicit other responses from consumers. Further study is now in order.

As a result of the study, brand managers can be more aware of the positive and negative processing that brands receive from consumers when brands change their logos. Accordingly, communication programs of brands can better anticipate such processing before logos are changed.

Social enterprises that change their logos stand to benefit in a similar way to for-profit businesses that change their logos.

This is the first study to include two types of curiosity – interest curiosity and deprivation curiosity – in a comprehensive model to better explain how consumers process logo changes.

Marketing students need better grounding in understanding major worldviews of the twenty-first century, given nearly guaranteed, international interactions with stakeholders. As such, the purpose of this paper is to develop a pedagogy focused upon secular and religious worldviews that can be used effectively in the classroom.

A cross-cultural study using data from the USA and China examines current worldview understanding among business school students. A training session in worldviews is then conducted, and a follow-up study is used to assess worldview learning and further interest in learning more about worldviews.

Student understanding of worldviews is increased through a 1.5-h teaching session. Students’ interest in learning more about worldviews significantly increased after the teaching session.

Worldview training is an effective way to prepare students for interacting with stakeholders in the increasingly global world in which these students will eventually work. Business schools need to incorporate worldview training in international marketing courses, at a minimum, or offer complete courses in worldviews and related applications to business operations.

Prior research has not tested worldview training on business students, especially when comparing student learning in a more religious-based culture (USA) and a more secular-based culture (China). Thus, this research shows that worldview training is effective regardless of the culture it is used in, which is important to informing students in a growing global marketplace.

In an increasingly dangerous era for brands because of the emergence of fake news on the internet, brand managers need to know what is happening with fake news. This study aims to present perspectives on how to cope in an era of fake news.

The author provides a general review of fake news and what its sudden rise means for brand managers.

The study highlights the importance of context for news and the role of institutions, such as businesses and governments. The study calls brand managers to slow down in the high-speed world of the infosphere to preserve the integrity of their brands.

The study is limited by its time frame as the internet continues to evolve. However, for times when fake news presents a threat to brands and other institutions, the study is relevant.

Brand managers need to slow down their activity levels just as savvy readers need to slow down their own reading on the internet. By doing this, brand managers will be better able to defend their brands in an era characterized by volatility, uncertainty, complexity and ambiguity (VUCA).

The study suggests that resistance to fake news and its pernicious effects can be improved by taking an approach to processing content on the internet characterized by the scientific method. In this way, a context for news can be derived and fake news can be identified. In this way, societal trust can be improved.

This study is original because it analyzes the implications of fake news for brand managers and presents the most workable steps for identifying fake news.

A mail survey of 428 Nebraska and Kansas businesses from five towns in which Wal‐Mart opened stores between 1989‐1994 resulted in 191 returns regarding retailer response and subsequent performance impact. Less than one third of the businesses with $1 million or more in sales reported a negative impact. In contrast, nearly one half of the businesses with less than $1 million in sales reported a negative impact, with the effect most felt among those retailers located in the central business district. An inverse relationship was observed between changes in retail strategy and store performance.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001398. When citing the article, please cite: Deborah A. Yarnell, Mark F. Peterson, (1993), “Networking in the Mid-1990s”, Journal of Management Development, Vol. 12 Iss: 4, pp. 37 - 48.

In order to address the recent demands for innovation in international marketing segmentation, evaluates a set of six commonly‐derived measures for objective quality of life (QoL) – or material conditions of living – across 165 countries of the world. Using clustering analysis, 12 segments of countries based on objective QoL are identified. These segments can be used by policy makers to discern strategic rivals or alliance partners. Alternatively, international marketing practitioners can use these macro‐level clusters as the first stage in hybrid segmentation schemes to find micro groups of consumers dispersed across a number of countries. In addition, an exchange phenomenon between a country and its citizens is suggested by the results of confirmatory factor analysis in which two dimensions of objective QoL – a “benefits” dimension and a “costs” dimension – were identified.

The purpose of this paper is to develop a distributed model of structuration of information technology (IT) in organizations to complement the collective that dominates the application of structuration theory to organizational phenomenon.

This paper draws on secondary qualitative data to specify how differences among people's practices with and around IT determine the effect of IT in organizations.

The paper provides an analytical framework to extend the structuration theory of IT in organizations that can also explain differences among people's use of IT and track their consequences for the effect of IT in organizations.

This paper extends the theory of the structuration of IT so that it can take into account the effect of the different ways in which people use IT at work.

This paper underscores the increase adaptability that managers can build during IT implementation by taking advantage of the differences among people's appropriation of IT, instead of attempting to make people use IT in similar ways.

The paper introduces the role of variation among people's practices into research on the structuration of IT on organizations. This research, which is one of the dominant approaches to the effect of IT in organizations, assumes that people share the same practices with and around IT and is ill suited to explain the consequences of variation among people's use of IT at work.

The purpose of this paper is to help marketing research “earn a seat at the table” where managers and researchers make decisions.

The paper describes approaches that can lead to the integration of marketing research with marketing decision making.

Marketing research needs to earn a seat at the table for decision making in most firms today. Over the years, a back‐office, order‐taker mentality has beset too many marketing researchers. As a result, the voice of the customer – what researchers should be bringing to managers' decision making – is simply not heard.

In speaking to researchers and managers, the authors offer an improved conceptual structure for understanding the value of information and offer guidelines that will help marketing research's integration into improved management decision making.

Examines the use of interorganizational networking as a way for traditionally bureaucratic organizations to become more innovative. Cites examples of networking from manufacturing and the service sector to illustrate the adaptability and flexibility of this form of organization. Examines the pros and cons, thus revealing that networking is a viable option for contemporary organizations, forced by increased competition, changing market conditions, and rapid technological advances, to restructure in an attempt to meet the challenges posed by a rapidly changing external environment. Recognizes the importance of thinking about organizing from an open systems perspective. Concludes that networking is appropriate for a variety of organizations and may be modified to meet individual circumstances. Networking can be achieved locally, nationally, or internationally. Networking also can serve as a transitional stage to help organizations to become leaner, more innovative and responsive in order to meet today′s organizational challenge to change.