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The purpose of this paper is to offers the authors’ perspective on a problem rarely considered by those making strategic decisions: conflicting laws at different levels of jurisdiction, specifically those related to stigmatized products.

The authors use as examples of product categories from marijuana to single-use plastic bags, describing the conflicting laws that add to costs for marketers and consumers.

The authors find that conflicting laws add to the uncertainty, legal expenses, and therefore, the cost of marketing a stigmatized product, whether stigmatized because of its impact on the environment, on health or on moral grounds.

The examples are not exhaustive, but their implications are significant: that as state legislatures are preempting local bans, Congress may preempt state laws.

This paper adds one more complexity to decision-making in the area of products to offer and/or merger/acquisition decisions that may bring company products that face conflicting laws.

The purpose of this paper is to explore the role of religion, morality and mindset in influencing perceptions of luxury products.

The study uses three experimental studies to investigate this relationship.

Study 1 shows that religiosity influences negative moral emotions (but not positive moral emotions), which then negatively influence luxury consumption and morality evaluations. Study 2 replicates the effects of Study 1 and shows that priming a moral (marketplace) mindset decreases negative moral emotions and increases luxury consumption evaluations for highly (less) religious consumers. Study 3 explains the effects found in Studies 1 and 2 as driven by moral licensing, such that priming a moral (marketplace) mindset decreases (increases) the negative moral emotions experienced by those primed (not primed) with religiosity. Study 3 also improves the external validity of findings by including a social media sample of regular luxury purchases. Implications for theory and marketing practice are discussed.

The present research is limited by samples conducted in Western culture with a predominantly Western, Christian religious audience. Future research should examine how moral vs marketplace mindsets differentially influence the consumption of luxury products for Eastern religious consumers (e.g. Hindus, Buddhists and Confucianists). Additionally, this research was conducted using Allport and Ross’ (1967) religiosity measure. Some could argue that the measure is not the most representative for atheists or agnostics or is outdated, so further research would benefit from replicating and extending the findings in this paper with other, newer religiosity measures better adapted to measure all belief systems.

Marketers of luxury products should realize the potential of a new target audience – religious consumers. While religiosity is positively correlated with negative moral emotions toward luxury products in Study 1, Studies 2 and 3 reveal that priming a moral mindset can reduce negative affect and increase evaluations of luxury products. Thus, marketers could seek out ways to emphasize morality in messaging. For example, a marketer may incorporate words such as virtues, ethics and/or noble, when describing attributes of their brand in advertising, thereby resulting in a moral licensing effect. Research suggests advertising content has the potential to influence consumers’ perceived moral obligation, inclusive of the moral or immoral nature of the consumption of luxury brands.

While the link between religion and luxury goods is evident in popular culture, previous research has yet to empirically explore this relationship. This study fills this gap by investigating the role of religiosity on the perceived morality and ultimately the purchase of luxury branded goods.

While managers have many opportunities to learn about strategic principles, this article investigates how managers understand and use them. Focusing on principles from the writing of Peter F. Drucker, described by many as “the man who invented management,” the purpose of the study is to test the relationship of organizational flexibility to implementing his principles and also to explore how they are implemented.

The authors conduct an online survey of senior managers about their familiarity with each of five of Drucker's ideas, their agreement with each, and how they are implemented. The respondents also report how management ideas are put into practice in their organization.

As expected, we find that implementation of strategic concepts is likelier given greater organizational flexibility, a willingness to try something new. As Drucker posited, the way an organization is organized and motivated affects whether it will implement profitable strategies.

This is a study of 100 executives who responded to an academic inquiry. The authors do not know whether the respondents were affected by the academic focus. Further, since the respondents are employed in a wide variety of industries, the conclusions are necessarily broad and may not reflect any one industry's values.

It is well known that enterprises develop cultures that either welcome or repel new ideas. This paper may motivate managers to consider the flexibility of their own organization in reacting to and assimilating “not invented here” possibilities.