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71.
Drawing on configuration theory, we develop and test a model which posits that overall firm performance will be influenced by how well the marketing organization??s cultural orientation (i.e., market, adhocracy, hierarchy, or clan) complements alternative business strategies (i.e., Prospector, Analyzer, Low-Cost Defender, Differentiated Defender) after controlling for other, key firm-level variables. Responses from a sample of senior marketing managers provide partial support for the model and demonstrate that high-performing businesses of one strategy type have a different cultural orientation than high-performing businesses of the other strategy types. And, contrary to previous research, the results of this study show that each of the cultural orientations may play a role in creating superior performance. We conclude with a discussion of the implications for scholars and for managers.  相似文献   
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随着时间的推移,中国的消费者将能够在越来越充分的信息背景下做出消费选择,即使是针对新的、不熟悉的商品。随着时间的推移,制造商会意识到开发质量稳定、品牌知名的优势产品的莫大益处。届时,品牌的价值将大大增加,高质量产品的价格将会上升,劳动力也将得到  相似文献   
75.
The aim of this paper is to test whether the European Commission activities generate a heterogeneity effect on the merging parties. A sample of 74 firms involved in 45 contested merger and acquisition operations during the years 1990 to 1999 is used. The methodology is based on the GARCH framework. The main result is that, globally, the DGC interventions seem not to reduce significantly the heterogeneity among investors, except for the operations where it takes strong decisions like prohibition. In these last cases, the signal coming from the DGC encompasses valuable information and is well understood by market participants.  相似文献   
76.
We investigate the existence of local (within‐country) and global (between‐country) knowledge spillovers within a single analytical framework. Our study is based on a detailed database of domestically owned and foreign‐affiliated manufacturing plants located in Ireland. The results of our econometric analysis show that domestically owned plants benefit from the research and development (R&D) activities of other domestically owned plants, as well as from R&D activities conducted in the country of origin of foreign‐owned plants through their presence in Ireland. A fundamental difference between such locally generated and locally transmitted global spillovers appears to be that the latter are much less constrained by distance decay effects.  相似文献   
77.
An overall adjustment of global industries is going on and the global resource allocation layout is changing.Developed countries attempt to maintain the existing resource allocation layout while emerging countries such as China and India are getting involved in global resource allocation and are playing an increasingly active role.The reporter from China's Foreign Trade magazine had an interview with relevant offcials,experts and professionals in mining investment on such issues as the current characteristics of international mining market,the situation of international mining market in the year 2012 and the foreign investment direction of Chinese mining,and analyzed the above issues.  相似文献   
78.
Graeff and Svendsen argue that low trust leads to corruption but corruption does not lower trust. I challenge this argument as well as their critique of Uslaner. I present evidence to show that there is a reciprocal relationship between trust and corruption.  相似文献   
79.
Rethinking the foundations of Heckscher–Ohlin theory when countries have different technologies, this paper shows how to make the proper adjustments for international productivity differences. The central tool is a factor conversion matrix that computes the local factor content of foreign Rybczynski effects. Factor-specific productivities are a special case of these more general linear relationships.  相似文献   
80.
Several factors are driving an increase in the supply of and demand for "green talent", employees with the mindsets and skills to drive sustainability. But many business leaders do not fully understand the implications of this change in the workforce. John Glen, Chris Hilson and Eric Lowitt believe corporate chiefs need to learn – quickly.  相似文献   
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