Search results

1 – 10 of 76
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Book part
Publication date: 10 November 2010

S. Sriram and Pradeep K. Chintagunta

Abstract

Details

Review of Marketing Research
Type: Book
ISBN: 978-0-85724-728-5

Access Restricted. View access options
Article
Publication date: 28 July 2021

Ankita Bhatia, Arti Chandani, Rajiv Divekar, Mita Mehta and Neeraja Vijay

Innovation is the way of life and we see various innovative techniques and methods being introduced in our daily life. This study aims to focus on digital innovation in the wealth…

3217

Abstract

Purpose

Innovation is the way of life and we see various innovative techniques and methods being introduced in our daily life. This study aims to focus on digital innovation in the wealth management domain. This study examines the effect of usage of robo-advisory services in investment decision-making and behavioural biases, i.e. overconfidence and loss aversion. Such studies are more pronounced in developed countries and little has been studied about investor behaviour in association with advisory services in developing countries such as India.

Design/methodology/approach

Overconfidence and loss-aversion biases, investment decision-making and advisory services questions are measured using a five-point Likert scale. The number of respondents was 172 investors. A purposive sampling is used for gathering responses from investors. Structural equation modeling model was run using AMOS 22 version software package.

Findings

The authors found that behavioural biases positively and significantly influence the irrationalities of investment decision-making. The findings of this study also provide empirical evidence that the usage of robo-advisory services, by individual investors, is still incapable of mitigating behavioural biases, such as overconfidence bias and loss-aversion bias.

Research limitations/implications

The sample size of this study could be a limiting factor. This study is limited only to two biases, while other behavioural biases affect the investment decision-making of the investors, which can be considered for future research along with the impact of robo-advisory services in different socio-cultural backgrounds.

Practical implications

This study will assist fintech start-ups, banks, architecture of robo advisors, product owners and wealth management service providers improvise their products, platforms and offerings of these automated advisory services. This could help individual investors to mitigate their behavioural biases in investment decision-making.

Social implications

This study is useful to society as the awareness of robo-advisory services is very less, at present, and there is a need to increase the usage of these services to extend the benefit of this to the lower stratum of society. These services would be useful to all investors who find it difficult to afford financial advisors and help them mitigate their behavioural biases for investment decision-making.

Originality/value

This study is the first of its type that establishes the linkage between behavioural biases, digital innovation in fintech, i.e. robo-advisory services and individual investor’s investment decision-making in individual investor of the Indian stock market.

Details

International Journal of Innovation Science, vol. 14 no. 3/4
Type: Research Article
ISSN: 1757-2223

Keywords

Access Restricted. View access options
Article
Publication date: 1 December 2000

Rajiv Mehta, Rolph E. Anderson and Alan J. Dubinsky

The primary intent of this research was to determine whether the perceived importance of various rewards is influenced by the career stage of sales managers. This study found that…

5885

Abstract

The primary intent of this research was to determine whether the perceived importance of various rewards is influenced by the career stage of sales managers. This study found that sales managers in different career stages have distinct intrinsic and extrinsic reward preferences that may ultimately affect motivation and productivity. Although several statistically significant differences in intrinsic and extrinsic reward preferences were discerned, some reward perceptions were found to be uniform regardless of sales manager career stage. Sales management implications, limitations, and directions for future research are offered.

Details

Journal of Business & Industrial Marketing, vol. 15 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Access Restricted. View access options
Article
Publication date: 18 December 2003

Audhesh K. Paswan

This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers…

1065

Abstract

This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers) goal‐orientation of a firm. Results from an emerging market, India, indicate that perceived orientation towards both profitability and market share is not associated with any of the channel support considered. Growth orientation however is strongly associated with most of the channel support activities – both business (e.g., business advice, pricing and ordering assistance, and personnel training) as well as marketing (advertising support, sales promotional material, and inventory management assistance) oriented activities. In contrast, perceived sales volume orientation is only associated with advertising support and business advice, however, the relationship is negative. These findings have interesting implications for channel management and channel motivation.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 15 no. 4
Type: Research Article
ISSN: 1355-5855

Keywords

Access Restricted. View access options
Article
Publication date: 15 March 2011

Caroline M. Fisher, Cassandra C. Elrod and Rajiv Mehta

The success of implementing Deming's management method depends on the ability of managers to operationally define and measure Deming's 14 Points. Tamimi et al. developed a set of…

3000

Abstract

Purpose

The success of implementing Deming's management method depends on the ability of managers to operationally define and measure Deming's 14 Points. Tamimi et al. developed a set of operational measures for these 14 Points. They tested the validity and reliability of their instrument using a sample of firms that were involved in implementing TQM practices from one to five years out from implementation. This paper aims to examine this issue.

Design/methodology/approach

In this study, which retested their measurement items, data were collected from over 100 manufacturing and service companies of all sizes across the USA and Canada. The data were analyzed using similar statistical analysis procedures and comparisons were made with the results of Tamimi et al.'s study.

Findings

The results replicated the study by Tamimi et al. and supported their operational definitions with two exceptions. The scales for “Eliminating slogans and targets”, and “Taking action to accomplish the transformation”, were not found to be reliable in either the original or the current study. These two scales need to be modified and new questions are suggested in the paper.

Research limitations/implications

The response rate for this study was high. However, self‐selection to participate and self‐reported responses could lead to some bias in responses.

Originality/value

The resulting operational definitions should prove useful to organizations interested in adopting Deming's management method.

Details

International Journal of Quality & Reliability Management, vol. 28 no. 3
Type: Research Article
ISSN: 0265-671X

Keywords

Access Restricted. View access options
Book part
Publication date: 1 January 2005

Lan Xia and Kent B. Monroe

Abstract

Details

Review of Marketing Research
Type: Book
ISBN: 978-0-85724-723-0

Access Restricted. View access options
Article
Publication date: 1 August 1996

Rajiv Mehta, Trina Larsen and Bert Rosenbloom

The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while…

3971

Abstract

The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while simultaneously pursuing independent as well as systemic goals. Examines how co‐operation among distribution channel members can be fostered through the use of participative, supportive and directive leadership styles foster channel member co‐operation and assesses the relationship between co‐operation and channel member performance. Develops a conceptual model and empirically tests the linkages among the variables on data drawn from a survey of key informants in a sample of automobile dealerships. Shows that participative, supportive and directive leadership styles are directly related to channel member co‐operation, which, in turn, is positively associated with channel member performance.

Details

International Journal of Physical Distribution & Logistics Management, vol. 26 no. 6
Type: Research Article
ISSN: 0960-0035

Keywords

Access Restricted. View access options
Article
Publication date: 1 February 2001

Alan J. Dubinsky, Rajiv Mehta and Rolph E. Anderson

States that little empirical work is available as a guide in the design and implementation of sales manager training programs. Examines the relationship between trainee…

4615

Abstract

States that little empirical work is available as a guide in the design and implementation of sales manager training programs. Examines the relationship between trainee satisfaction with sales manager training (a measure for training effectiveness) and the format, site, instructor, instructional method, and content of the program. Reports results of a survey of sales managers in field sales organizations. Indicates that training satisfaction is associated with all five issues. Offers direct implications for enhancing sales manager training programs.

Details

European Journal of Marketing, vol. 35 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

Access Restricted. View access options
Article
Publication date: 1 December 2001

Rajiv Mehta, Trina Larsen, Bert Rosenbloom, Jolanta Mazur and Pia Polsa

Marketing channels exist in an increasingly competitive international and global environment. Consequently, many firms have reengineered their marketing channels systems by…

3237

Abstract

Marketing channels exist in an increasingly competitive international and global environment. Consequently, many firms have reengineered their marketing channels systems by placing greater emphasis on fostering higher levels of cooperation among international channel participants. However, there are relatively few studies that explore cross‐cultural issues in marketing channels. Thus, investigating whether cultural differences influence how channel participants react to a firm’s channel strategies is an important issue that needs to be addressed. This study comparatively examines channel leadership styles, cooperation, and channel member performance across three divergent national cultures. More specifically, the study seeks to assess whether employing uniform channel strategies produces similar responses from channel members in different countries. Using data drawn from a sample of automobile dealerships in the USA, Finland, and Poland, inconsistent results were found, which suggest that using leadership stylesto foster cooperation among channel members across different national cultures on a standardized basis is not an appropriate channel strategy. Based on the findings, international channel management implications, limitations, and directions for future research are proferred.

Details

International Marketing Review, vol. 18 no. 6
Type: Research Article
ISSN: 0265-1335

Keywords

Access Restricted. View access options
Article
Publication date: 1 February 2003

Rajiv Mehta, Alan J. Dubinsky and Rolph E. Anderson

As firms seek to prosper in a fiercely competitive global economy, cooperative inter‐firm alliances among members of the value chain are increasingly being forged. In the area of…

16745

Abstract

As firms seek to prosper in a fiercely competitive global economy, cooperative inter‐firm alliances among members of the value chain are increasingly being forged. In the area of marketing channels, strategic alliances among international channel partners have become the norm as well. Thus, identification of inter‐firm influence strategies – such as different leadership styles – used by the channel captain to motivate international channel partners becomes increasingly important. More specifically, in administering a firm’s marketing channels, participative, supportive, and directive leadership styles may be effective in eliciting channel partners to exert higher levels of motivation, which, in turn, may be associated with higher levels of performance. The linkages among leadership styles, motivation, and performance are empirically examined on data drawn from a sample of automobile distributors in the USA, Finland, and Poland. International channel management implications are discussed, limitations of the study are identified, and directions for future research are suggested.

Details

European Journal of Marketing, vol. 37 no. 1/2
Type: Research Article
ISSN: 0309-0566

Keywords

1 – 10 of 76
Per page
102050