Search results

Confirms the empirical test of Hunt and Vitell’s general theory of marketing ethics by Mayo and Marks across four cultures. Uses path analysis to show the core relationships of the general theory of marketing ethics were successfully replicated using over 1,500 students from seven universities in the USA, Canada, the Netherlands, and Australia. States that tomorrow’s managers appeared to use a more deontological approach to making ethical judgements about personal selling. Extends its original research by confirming the positive relationship between the probability and the desirability of consequences. Concludes that, although the model was originally intended to explain management ethical decision making, the study shows that it may be possible to generalize as to how individuals make ethical life decisions.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/03090569010005787. When citing the article, please cite: Robert W. Armstrong, Bruce W. Stening, John K. Ryans, Larry Marks, Michael Mayo, (1990), “International Marketing Ethics: Problems Encountered by Australian Firms”, European Journal of Marketing, Vol. 24 Iss: 10, pp. 5 - 18.

The international marketing ethics problems encountered by a representative sample of Australian firms engaged in international business are examined. The executive in charge of international marketing in 38 firms (a 25 per cent response rate) provided information on the types of ethical problems they have most commonly confronted. Bribery was overwhelmingly the most common ethical problem. In addition, a comparison is made between the Australian results and the results of a similar study conducted in the United States. This comparison reveals many striking similarities.

Develops a model of the service delivery process in the business‐to‐business context which extends the well‐known Gaps Model and accounts for major differences between the provider/consumer model and business‐to‐business relationships. Describes ongoing efforts to measure service quality in different business‐to‐business settings and contrasts them with the SERVQUAL approach. Also describes a new approach for creating business‐to‐business relationships as well as implications for managers given the task of creating a competitive advantage through a service quality initiative.

The purpose of this paper is to describe and analyse two approaches to paramedic service clinical governance and quality management from the perspective of two groups of paramedics and paramedic managers working in North America.

A case study approach was utilised to describe and analyse paramedic service medical direction in North America and contrast this with the professional self-governance and clinical governance systems operating in other high-income countries. Researchers interviewed participants at two remote North American sites, then completed transcription and thematic analysis.

Participants identified three themes: first, resourcing, regulatory frameworks and fragmentation; second, independent practice facilitators and barriers; and third, paramedic roles and professionalisation. Those trained outside North America tended to identify self-regulation and clinical governance as the preferred approach to quality management. Few participants had considered paramedicine becoming a self-regulating health profession.

In North America, the “medical direction” model is the dominant approach employed to ensure optimal patient outcomes in paramedic service delivery. In contrast, other comparable countries employ paramedic self-regulatory systems combined with clinical governance to achieve the same ends. This is one of two studies to examine medical direction from the perspective of paramedics and paramedic managers.

In North America, delegated practice “medical direction” models are often used as a proxy for clinical quality and safety in paramedic services. Other developed countries favor a combination of professional regulatory boards and clinical governance frameworks that feature paramedics taking lead clinician roles. The purpose of this paper is to bring together the evidence for medical direction and clinical governance in paramedic services through the prism of paramedic self-regulation.

This narrative synthesis critically examines the long-established North American Emergency Medical Services medical direction model and makes some comparisons with the UK inspired clinical governance approaches that are used to monitor and manage the quality and safety in several other Anglo-American paramedic services. The databases searched were CINAHL and Medline, with Google Scholar used to capture further publications.

Synthesis of the peer-reviewed literature found little high quality evidence supporting the effectiveness of medical direction. The literature on clinical governance within paramedic services described a systems approach with shared responsibility for quality and safety. Contemporary paramedic clinical leadership papers in developed countries focus on paramedic professionalization and the self-regulation of paramedics.

The lack of strong evidence supporting medical direction of the paramedic profession in developed countries challenges the North American model of paramedics practicing as a companion profession to medicine under delegated practice model. This model is inconsistent with the international vision of paramedicine as an autonomous, self-regulated health profession.

During the 1980s consumers have had an increased level of disposable income, which has been shown in increased spending on food and drink. Shopping habits have changed and interest in natural foods among consumers has grown. These trends are examined in the context of three GIRA studies.

The article suggests that product management techniques commonly employed for markets in developed countries are inappropriate for markets in less‐developed countries (LDCs). To market successfully in LDCs, a firm must re‐examine both its product offerings and its product management philosophy.

U.S. international marketing practitioners identified the most difficult ethical problems they have encountered in foreign trade. These ethical problems were rated as occurring infrequently and having a moderate impact on a firm′s overseas competitiveness. Conversely, the respondents saw ethical problems as likely to tarnish the firm′s domestic image and to generate much concern for top management. This suggests such problems may have a stronger negative impact upon a firm′s domestic public image but may not be a major factor inhibiting its international trade. The strategic alternatives to, and management implications of, avoiding markets which may pose ethical problems are discussed.