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Drawing on the resource-based view, the purpose of this paper is to focus on the influence of relational capability and marketing capabilities on export performance. The study also examines the interaction effects of relational capability on the marketing capabilities – export performance relationships.

A stratified random sample of 1,047 exporting firms was approached. Survey data were collected from 333 Vietnamese exporting firms and analysed using hierarchical moderated regression.

The results reveal that a firm’s relational capability not only strengthens the efficiency of the export pricing capability – performance, marketing intelligence capability – performance, and marketing communication capability – performance relationships, but is also the strongest predictor of export performance amongst those capabilities identified. Whilst engagement in market intelligence, product development, price setting and promotional activities have a positive payoff, the findings confirm that there is less need for exporters to engage in after-sales service and distribution capabilities.

The study introduces the notion of relational capability alongside export marketing capabilities as predictors of export performance. The authors also examine the moderating influence of relational capability on the link between export marketing capabilities and export performance. By focusing on Vietnam, the study provides fresh insights surrounding the development pathway for firms in emerging markets.

The purpose of this paper is to develop and test a new conceptual model in an online service context. The model focuses on an important, yet often neglected customer-oriented construct, i.e., user “control”, which is embedded in consumer behaviour when accessing the internet. The study examines the relationship between control, online dependency, online encounter satisfaction and overall satisfaction. It explains the strategic implications surrounding customer control and online dependency as means for enhancing customer satisfaction.

A questionnaire was developed drawing on a combination of existing and new measurement items for the constructs in question. The instrument was later pilot tested on two consecutive occasions ahead of the main survey. A random sample of Hong Kong banking consumers was approached and interviews were undertaken via telephone. The data were analysed via confirmatory factor analysis and structural equation modelling was used to test the hypotheses relating to the model.

The findings reveal positive relationships between control and online dependency, and control and online encounter satisfaction. Meanwhile control, online dependency and online encounter satisfaction lead to overall satisfaction.

This study proposes a counterintuitive argument that while online service customers gain control of the online service process, they become more dependent on it, and their control and dependency also lead to their satisfaction, at both the online service encounter level and corporate level. Drawing on the pertinent literature, this is the first study to examine the importance of two information system constructs, i.e., control and online dependency, as predictors of consumer psychological fulfilment, i.e., satisfaction. The findings confirm that control as an initiator and driver of customer satisfaction in an online context, and online encounter satisfaction, further contributes to overall satisfaction at the corporate level.

The study aims to test a measurement scale to examine social business networks (Wasta) surrounding Arab Christians and Arab Muslims.

A 31-item scale was used to capture Wasta, consisting of the following: Mojamala (emotional), Hamola (conative) and Somah (cognitive) tri-components. A total of 149 Christian Arab and 304 Muslim Arab respondents were sampled and multi-group structural equation modeling was used to confirm the concept and test several hypotheses.

The findings from the study reveal that in order for success to occur within the Arab context, a sequential process of first developing Mojamala is necessary, before Hamola can prevail. Christian Arabs are motivated to integrate with society and form relationships via generalized trust. Muslim Arabs meanwhile tend to retain their distinct culture, using social networks to forge particularized trust. Shariah principles may also play a significant role in explaining why satisfaction was not found to be a necessary condition for Arab Muslims in driving relationship performance.

The study suggests that the 370 million Arab population may not be totally cohesive and should be refrained from being grouped together. In-group identification is a major contributor in explaining why business models are different between Arab Muslims and Arab Christians. The findings further support that Muslim Arab business models are based on tribalism or sheikocracy, whilst Christian Arab business models are based on legalistic frameworks and integration.

The study supports prior research associated with Muslim Arab business models based on tribalism or sheikocracy (Ali, 1995). The findings suggest that Arab Muslim business models focus on particularized trust as opposed to generalized trust that is common in Arab Christian business models and in most western countries. The study demonstrates that Mojamala (the emotional construct), Hamola (empathy) and Somah (particularized trust) are useful constructs for building Wasta and they serve a core element for Arab Muslim business models. Mojamala and Somah both directly affect satisfaction. Somah and satisfaction have a direct influence on performance.

The findings provide evidence to support institutional theory. Also from a stakeholder theory perspective, viewing companies, not only through an economic lens, but also building social institutions, can lead to a better understanding of business models drawing on diverse cultures and faiths. The study may therefore serve as a useful reference for academics and practitioners as they grapple to enhance satisfaction and leverage performance advantages within this context.

This study aims to examine the Arab practice of wasta (personal networks) and its potential interface with relationship marketing to enable firms to optimize their recruitment and retention of customers in societies where personal ties drive business relationships. It explores whether relationship marketing influences customer retention when a personal contact leaves.

Empirical data were gathered from 305 customers introduced to Egyptian small and medium-sized enterprises via wasta. Multiple-item scales were adopted, drawn from previous empirical studies. Quantitative analysis was used, including confirmatory factor analysis. Structural equation modeling was used to test the hypothesized relationships posited.

Wasta plays a significant role in attracting customers, nurturing early relationships and enhancing relationship quality, but does not influence the retention of customers. Practicing relationship marketing post wasta can enhance customer loyalty, even if the business was developed through the wasta contact who left to join a rival firm.

Potential limitations arise from cultural differences in other Middle Eastern countries. Future studies could also validate the results in different sectors/industries and explore managers and employees’ perspectives.

Several recommendations emerge for managerial practitioners, including the use of wasta to attract business, but more significantly, the need for the effective use of relationship marketing to retain business. The study suggests that if relationship marketing is practiced well, customers are likely to remain loyal to the firm, even if the business was developed through a personal wasta relationship with an employee who subsequently moved to a competitor firm.

This study is the first to develop a unified model connecting the Eastern notion of wasta (personal ties) with relationship marketing. The study enhances the knowledge of wasta and relationship marketing. It is among the first to suggest that should employees with personal connections to customers leave to join a competing firm, there is still a strong likelihood that if relationship marketing is effectively practiced, then customers will remain loyal to the firm (rather than to the former employee).

Managers of multinational enterprises (MNEs) from developed economies are often cautious to understand the cultural environment where they do business. This is predominantly true in developing economies, and even more so in certain Arab countries where MNEs have limited knowledge and experience. The purpose of this study is to report on the development of a research instrument that is applicable to Arab business culture, following the 2011 Arab Spring. The investigation draws on data from three different groups of people, i.e. leaders (business professors and leading politicians), business people and postgraduate business students, all of Palestinian nationality. The article examines the Arabic culturally based business structure called Wasta, a system that relies on social networks and the reciprocal exchange of favors. A research instrument is developed to measure three dimensions of Wasta across these three different groups of people and examines their influence on relationship satisfaction and organizational performance. The findings reveal that the groups are affected differently by these dimensions and see different utility in Wasta. Such insights may be useful for MNE practitioners when entering Arab countries, when seeking to employ younger Arabs and when partnering with Arab businesses or dealing with government officials.

Research paper

This study has focused on the impact of Wasta on relationship satisfaction and on relationship performance for three different groups of individuals: business people, students and leaders. It was hypothesized that higher levels of each component of Wasta would contribute positively to relationship satisfaction, and that the latter would in turn lead to higher relationship performance. Findings generally supported these hypotheses with some variations among groups. Furthermore, it was predicted that the model would be relevant to all three groups, but would be structured differently reflecting their different views of business. The findings of this study help answer our research question about the socio-economic, cultural and political factors that influence the business process involving Arab and non-Arab business managers.

Original paper

Private-label goods are now available in more than 55 countries worldwide and their total sales value is estimated to be in excess of one trillion US dollars. The prevalence of such goods, however, drastically differs across countries. Whilst market share in some developed economies exceeds 50 percent, penetration appears much lower in emerging economies. The purpose of this paper is to investigate marketing issues surrounding such low-penetration levels in emerging markets.

In-depth interviews were conducted with: 36 store managers and the marketing director of a large emerging market retail chain.

Eight factors were found to impede the retail chain’s vision regarding implementation of the private branding strategy.

Several implications are extracted from the study, mainly in the context of emerging markets that managers should consider in order to improve their private branding strategies.

Although some research has aimed to shed light concerning the significance of private brands from retailers’ perspectives, such research has not tended to address the issue of how to implement private brand strategies in emerging markets. To bridge the gap, this study investigates these issues from a retail chain management perspective in order to potentially leverage performance advantages associated with the nurturing of private-label branded goods.

With close to two billion people occupying some 50 countries and spending in excess of US$2tn on food and recreational services alone, Muslim societies represent a significant segment of the world’s population, which warrants greater research attention and better understanding. While Islamic scholarship dates back over 1,400 years, few scholars have studied the impact of Islamic teachings and their effect on surrounding business and policy. The purpose of this paper is to better connect business strategy with Islamic philosophy.

This research is a theoretical paper based on literature review of existing works in academia and from the Koran. The researchers consulted academics and religious leader to better understand the written word and its implications on the various philosophies. This paper offers a sound foundation for further research on Islamic business philosophy.

This research is the base for further exploration into Islamic business philosophy and their underpinnings. To better understand Islamic business models, this study introduces three main and three minor schools of thought to provide a foundation for further research. The schools differ in their theological assumptions and worldviews. Some of them place emphases on traditional approaches, i.e. Jabria (like contemporary Salafies) and some underscore the virtue of reasons and enlightenment (e.g. Mu’tazila or the rationalists).

In brief, the study posits six different perspectives and interpretations relevant to Islamic policy that will be useful for both managerial practitioners and scholars to consider when undertaking business in a Muslim context.

Through undertaking qualitative research within different industrial contexts, the study aims to address the following: How do practitioners in non-service organisations interpret internal market orientation (IMO); How is IMO practiced within an eastern cultural context; and What are the outcomes of its implementation?

The study examines three organisations from three different industries and draws on nine in-depth interviews with people across various levels within each organisation.

The study reveals that: a) senior management commitment should be included in the design of IMO at the strategic level; b) effective responsiveness to internal information collected is crucial to its success; c) creative ways to meet internal customers’ needs and expectations are contextualised; and d) cultural nuances need to be considered when applying IMO.

Choosing a multiple-case study approach provides in-depth explanations; however, such an approach may lead to less generalisability.

The study advocates that a) some degree of resources are needed to ensure that IMO can be fully implemented and employee welfare enhanced; b) creativity is required for each organisational context responding to employees’ needs, expectations, complaints or ideas; and c) removing unnecessary barriers can help to foster better interdepartmental relationships and, thus, improve work procedures and employee satisfaction.

This study contributes to the literature by developing a framework to signal the importance of IMO as a facilitator for better firm communication and performance. Contextualised IMO practices from the cases may shed further light on specific best practice.