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To examine issues of standardization and adaptation in global marketing strategy and to explain the dynamics of standardization.

This is a conceptual research paper that has been developed based on gaps in prior frameworks of standardization/adaptation. A three‐factor model of standardization/adaptation of global marketing strategy was developed. The three factors include homogeneity of customer response to the marketing mix, transferability of competitive advantage, and similarities in the degree of economic freedom.

The model through the use of feedback effects explains the dynamics of standardization.

Future research needs to empirically test the model. To enable empirical validation, reliable and valid measures of the three factors proposed in the model need to be developed. Additionally, the model may be used in future research to delineate the impact a variable may have on the ability of a firm to follow a standardized global marketing strategy.

The three‐factor model aids decisions relating to standardization in a global marketing context.

The paper furthers the discussion on the issue of standardization. Through the identification of three factors that impact standardization/adaptation decisions, and the consideration of feedback effects, the paper provides a foundation for future research addressing the issue.

Considers cooperative negotiation tactic use in early stages of business‐to‐business buyer‐seller relationships. Specifically, it addresses a serious gap in the study of individual difference effects on cooperative negotiation, an area that has received little academic attention. In doing so, insight is provided on an area that marketing researchers say needs attention now. We conduct a study where subjects take the role of a salesperson. They make offers, or respond to buyers’ offers, to negotiate. Subjects indicate what offers they would make, or what counteroffers they would respond with. Results support the notion that individual differences in intrinsic motivation (operationalized as autonomy causality orientation) affect the use of cooperative offers, but do not affect counteroffers, due possibly to reciprocation.

States that understanding of the durability of differentiation and positioning as strategies is generally limited, although these areas are of great interest to service marketers. Argues that service marketers must be aware of the need to create and implement durable strategies. Proposes a framework for identifying strategies resistant to competitive imitation, based on the isolating mechanisms idea. Gives examples of differentiation strategies useful for exploiting isolating mechanisms. Concludes that managers analysing the role of both competitive and customer‐based isolating mechanisms will be morelikely to adopt a long‐term, proactive view of service differentiation.

Risk‐related attitudes are important in today's business environment because as organisations become flattened decisions are pushed down in the hierarchy and a greater percentage of the individuals in the organisation must become proficient decision makers [16]. Risk preference is important because recent work shows that: (1) as risk tolerance increases so does the individual's effectiveness in some decision‐making activities [6], and that (2) self confidence is related to risk taking [8]. This study was designed to examine the relationships among information‐system‐related knowledge and experience, confidence (i.e. personal prospects), risk preference (i.e. planning horizon), and risk‐taking propensity (i.e. utility for risk).