Export attitudes of industrial manufacturers

Small and medium-sized firms in three “high-tech” manufacturing industries were analyzed, in terms of their export attitudes and behavior, in order to provide beginning exporters and export promotion agencies with guidance to avenues of export success. Based on industry differences investigated, the study finds that managers in firms involved in exporting in each industry have similar attitudes toward international marketing opportunities, but that each industry exhibits different characteristics and strategies for exporting. Help is mainly needed in the areas of international communications and service delivery. The authors propose fewer government subsidies for export financing and more emphasis on encouraging joint ventures for service delivery purposes.     

Innovation in service internationalization: the crucial role of the frantrepreneur

This paper introduces the concept of a new entrepreneurial role in services that we call the frantrepreneur. This is based on two case studies of the internationalization of two US franchisors, one in temporary services (Sweden) and the other in computer training (Australia). The frantrepreneur is defined as a franchisee who innovates by adapting a standard service concept to meet local conditions. This role is a further refinement of a series of earlier concepts concerning entrepreneurship roles such as the intrapreneur. This paper provides an indepth evaluation of the roles adopted by the frantrepreneurs and how they changed the original service concept. They did not passively accept the standard service concept and they developed an unusual partnership role with their franchisors with a two-way influence over the business. Although the innovations of frantrepreneurs were mostly in the form of small and incremental changes they standardized their developments to facilitate further adoption. The frantrepreneurs appear to play an important role in smoothing the adaptation and adoption of innovation in the internationalization of a franchise operation.     

Future-oriented technology analysis as a driver of strategy and policy

The methodology known as strategic foresight is an important tool to be used in long-term strategic planning activities and in support of the decision making process in public as well as private sectors. This article addresses the use of strategic foresight applied to the strategic management plan for an agency that deals with the funding and promotion for the development of science, technology and innovation in Brazil, and the logic that permeated its construction, promoting an alliance of the concepts of strategy and foresight. It has as key elements the long-term vision and the adoption of participatory approach and qualitative and quantitative methods. The methodological framework involved the use of different techniques, methods and tools, including, among others, web survey, diagnosis, SWOT, future timeline, interviews, workshops and strategic roadmap.     

Socioeconomic adjustments and choice experiment benefit function transfer: Evaluating the common wisdom

It is often argued that attribute adjustments made possible within choice experiments have the potential to improve benefit transfer accuracy. These transfers, however, often omit socioeconomic adjustments; this reflects a limited presence of socioeconomic covariates in broader choice experiments. The lack of correspondence between common guidance that socioeconomic adjustments should be applied and simultaneous arguments for the advantages of choice experiment transfers leads to ambiguity for transfer practice. This paper contrasts the change in transfer performance resulting from an ability to adjust for policy attributes with that resulting from an ability to adjust for socioeconomic attributes. Results are illustrated for the case of agricultural land preservation. The goal is to provide evidence regarding the tradeoff faced by practitioners who seek to use choice experiments for benefit transfer but lack the ability to adjust for socioeconomic attributes.     

A meta-analytic review of influence strategies in marketing channel relationships

Influence strategies (ISs) are a dominant topic in channel research. However, the literature lacks a consensus on when noncoercive and coercive strategies are more valuable or damaging to partnership quality, and their judicious applications remain unclear. Mainly based on social exchange perspectives, we review and conceptualize several contingency factors in the IS-partnership quality relationships in this metaanalysis. The moderating results generally suggest that the stronger positive impacts of noncoercive ISs result from a higher appreciation for supportive attempts, whereas the higher negative sensitivity to coercive ISs can be attributed to the low acceptability of forceful influences. We determine degrees of appreciation and acceptability by the perceived significance of benefits/damages, expectations, and tolerance levels for both strategies. Also, we synthesize and meta-analyze the key outcomes and antecedents of both strategies in an integrated framework. The direct-effect results indicate that the choice of effectively applying both strategies necessitates a tradeoff between goals and priorities.     

Experimental results on bargaining under alternatives property rights regimes

The effect of alternative property rights regimes on the choicebetween taking an object and acquiring it via a consensual exchangeis experimentally explored in a two-period screening game. Resultsare generally consistent with equilibrium predictions, suggestingthat property rights regimes have a significant impact on observedbehavior.     

Current Research and Developments

This article brings together several empirically based works on service quality. Its purpose is to derive a set of quality functions to help managers and academics understand and explore the relationship between service performance and customer perceptions of that service performance. It is suggested that managers need to assess the quality functions associated with four types of quality factors to help them identify priorities for action and gain the best perceived outcome from their quality improvement activities. Some techniques which can help identify the various types of factors are discussed.