Valéria da Veiga Dias, Marcelo da Silva Schuster, Edson Talamini and Jean Philippe Révillion
The alternative food markets are growing and despite the evidences of heterogeneity and of organic food consumers’ special features, little has been done to develop a scale to…
Abstract
Purpose
The alternative food markets are growing and despite the evidences of heterogeneity and of organic food consumers’ special features, little has been done to develop a scale to measure loyalty to this market. The purpose of this paper is to propose and validate a scale based on consumers’ loyalty literature and on the particular features of the organic market.
Design/methodology/approach
Data from 604 consumers were obtained through a web-based survey, which was used to analyze the structural equation in the AMOS software, in order to validate the proposed scale model.
Findings
A one-dimensional validated scale consisting of eight questions and showing high composite reliability level (0.95) was used to measure consumer loyalty to organic food. The herein used sample presented mean True Organic Loyal (4.36) and standard deviation (0.62); these values depict Brazilians high loyalty to this food type.
Research limitations/implications
The research was conducted and validated in Brazil and it can be replicated within the country as well as be transculturally validated.
Originality/value
The main contribution of the current study is the development and validation of a scale named scale of consumer loyalty for organic food. The suggested interpretation ranges from non-loyal to true organic loyal consumers and it helps understanding organic food consumers’ behavior. This research took under consideration consumers of any sort of organic food as well as consumers of regular food markets (farmer’s markets, supermarkets, collective groups, shops and internet).
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Keywords
Paulo Roberto Tardio, Jones Luís Schaefer, Elpidio Oscar Benitez Nara, Marcelo Carneiro Gonçalves, Izamara Cristina Palheta Dias, Guilherme Brittes Benitez and Andreia de Castro e Silva
This research examines the impact of integrating lean manufacturing (LM) principles and Industry 4.0 (I4.0) into the product development process (PDP) of manufacturing companies…
Abstract
Purpose
This research examines the impact of integrating lean manufacturing (LM) principles and Industry 4.0 (I4.0) into the product development process (PDP) of manufacturing companies in southern Brazil, with the objective of improving market performance (MP).
Design/methodology/approach
A survey was conducted with 110 product development managers to evaluate the level of LM and I4.0 principles, PDP phases, and the improvement of MP. Quantitative analysis was employed to analyse the data, including confirmatory factor analysis (CFA) and ordinary least squares (OLS) hierarchical regression.
Findings
The study reveals that integrating LM and I4.0 principles in the PDP enhances product development and positively impacts the MP of manufacturing companies. Additionally, I4.0 partially mediates the LM-PDP relationship, while LM partially mediates the I4.0-PDP relationship, highlighting their interdependence rather than one being a prerequisite for the other.
Research limitations/implications
The study has limitations regarding its narrow focus on product development managers in Brazil and the absence of multiple case studies.
Practical implications
The study emphasises the importance of coordinated efforts in manufacturing companies to adopt and manage both LM and I4.0 principles, as they positively impact all phases of the PDP and ultimately contribute to the overall MP of the companies.
Originality/value
The novelty of this study lies in its systemic approach, examining the relationships and effects of LM and I4.0 principles on the PDP, and demonstrating how these effects manifest in manufacturing companies.