Export-led growth: a survey of the empirical literature and some non-causality results. Part 2

This paper continues the investigation of Giles and Williams (2000) on export-led growth (ELG). In the first part, we surveyed the empirical export-led growth literature; it was evident that Granger non-causality tests are commonly applied as a test for ELG. In this paper, we explore the sensitivity of the test for exclusions restrictions often used as the Granger non-causality test for ELG by reconsidering two applications: Oxley's (1993) study for Portugal and Henriques and Sadorsky's (1996) analysis for Canada. We focus on the robustness of the method adopted to deal with non-stationarity, including the choice of deterministic trend degree. We show that different noncausality outcomes are easy to obtain, and consequently we recommend that readers interpret the empirical ELG literature with care. Our analysis also highlights the importance of examining the robustness of Granger non-causality test results to avoid spurious outcomes in applications.     

Gift giving: A community paradigm

To date, the marketing literature on gift giving has focused on two approaches or paradigms—economic and relational exchange. This study adopts a different perspective, proposing a community paradigm to provide a holistic view of gift giving. The data (based on 20 in‐depth interviews and 2 group interviews) suggest that, on the Internet, social networks of relationships cohere into gift‐giving communities that influence the purchasing of gifts. Findings about online gift giving are presented according to three community themes: (a) shared rituals and traditions, (b) shared values, and (c) shared responsibilities. Theoretical and managerial implications are discussed. © 2006 Wiley Periodicals, Inc.     

Retail Spectacles and Brand Meaning: Insights from a Brand Museum Case Study

This article explores the expansion of brand meaning within a spectacular, retail environment. Spectacular retailing environments include themed retailing, brandscapes, flagship brand stores, themed entertainment brand stores, themed flagship brand stores, and brand museums. This research uses an extended case-study method to investigate the World of Coca-Cola brand museum located in Atlanta, Georgia. A brand museum is a type of themed flagship brand store, but there are some unique aspects. One key feature of brand museums is the resemblance to traditional museums, but, in the former, the brand is positioned within historical and educational contexts. Within the brand museum context, this study explains how brand meaning can be expanded along seven dimensions: humanization, socialization, localization, globalization, contextualization, theatricization, and characterization. Retailing implications are discussed.     

Work Ownership Implications of Recent Papal Social Thought

This paper examines a particular employment inference of recent Papal social thought, for a Western developed economy context. The Papal documents studied are Centesimus Annus (1991), Sollicitudo Rei Socialis (1987), and Laborem Exercens (1981). The first and shortest section of the paper outlines a number of principles from the encyclicals aiming to guide employment organisation and policy relevant to Western and all economies. To permit their full consideration, an illustration is given how implications affecting forms of employment organization might be drawn from just one of the principles--the right to private property ownership. Private property ownership rights are argued to be constrained in specific ways, to relate instrinsically to employment organization, and to underpin other principles emphasized in the encyclicals, such as the priority of labor over capital. A selection of recent non-official-Church Catholic Social Thought is compared with the approach here. Since the encyclicals deal with issues only at the level of principle, the paper notes cases where attempts have been made to apply some of the employment organizational implications in practice.     

The consumer quest for authenticity: The multiplicity of meanings within the MG subculture of consumption

Authenticity in the consumption context is an important topic within the marketing literature. This article explores authenticity’s multiplicity of meanings within the MG brand subculture of consumption. An ethnographic approach guided data collection, which included participant observation, photo and document reviews, informal conversations, and formal, in-depth interviews with 58 MG owners. The data show that MG owners gain a sense of authenticity in the consumption context via the object and its ownership, consumer experiences, and identity construction and confirmation. As an object, an MG is authentic if it broaches an ideal standard and preserves the brand heritage. An MG experience is authentic when an owner interacts with the car through driving and self-work activities. Finally, an MG owner authenticates his or her identity through role performance and communal commitment. Implications are discussed in light of brand management. Thomas W. Leigh (tleigh@terry.uga.edu) holds the Emily H. and Charles M. Tanner, Jr. Chair of Sales Management at the University of Georgia. He earned his DBA in marketing at Indiana University and an MBA and BS (economics) from Southern Illinois University. He is a past president of the American Marketing Association (AMA) Academic Council, has served on the AMA Board Finance Committee, and is a charter member of the AMA Foundation Leadership Circle. He served as chairman of the East Georgia Chapter of the American Red Cross from 1992 to 1993. His research has appeared in a variety of journals, includingJournal of Marketing Research, Journal of Marketing, Journal of Consumer Research, Journal of Applied Psychology, Journal of Advertising, Journal of Advertising Research, Planning Review, Journal of Purchasing and Materials Management, Journal of Personal Selling and Sales Management, Journal of Academy of Marketing Science, andExpert Systems and Applications. He has served on the editorial boards ofJournal of Marketing, Journal of the Academy of Marketing Science, andJournal of Personal Selling and Sales Management. Cara Peters (petersc@winthrop.edu) is an assistant professor of marketing at Winthrop University in Rock Hill, South Carolina. She holds a BA in management from Luther College and an MBA and a PhD in business administration from the University of Nebraska. She has published in numerous conference proceedings and peer-reviewed journals, including theJournal of Consumer Psychology; Consumption, Markets, and Culture; and {jtJournal of Academy of Marketing Science}. Jeremy Shelton (sheltonious@yahoo.com) is an assistant professor of psychology at Lamar University. He holds a PhD from the University of Georgia. His research interests lie in consumer identity and brand extensions. He has published inConsumption, Markets, and Culture, among other outlets.     

Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm's diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM‐related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis‐testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on strategic human resource management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals. © 2015 Wiley Periodicals, Inc.     

Policies to Support Corporate Social Responsibility: The Case of Telefónica

This interview examines Telefónica's projects and efforts in the area of corporate social responsibility. Telefónica is one of the world's largest multinational firms in the telecommunications sector. It is present in 25 countries, serves more than 260 million customers, and employs a staff of approximately 285,000 professionals. The company is still advancing and finding new opportunities to increase its capacity to innovate, improving ways of doing business, enhancing customer satisfaction, and helping educate customers. In this interview, Oscar Maraver (managing director of the human resources area), Jose Buqueras Dobato (director of HR planning), and Alberto Andreu Panillos (director of corporate reputation and identity and environmental affairs) explain and share their vision of policies developed both internally with employees and externally with customers. Their approach includes a strong emphasis on corporate social responsibility.     

Designing a dangerous unicorn: Lessons from the Theranos case

Until its highly publicized downfall, Theranos was a so-called unicorn with a compelling proposition to popularize routine blood testing by making it more convenient, using a smaller sample of blood, and testing at a lower cost than conventional, often fear-inducing needles. Holmes and Theranos were reliant on the development of new technology to bring their idea to life. Instead, they became perhaps one of the most infamous examples of failed product innovation. In this article, we contend that although character failings and alleged criminal activity could not have been mitigated realistically, valuable strategic and operational lessons can be learned for future technology startups. By conducting a counterfactual thought experiment and examining Theranos through the lens of Design Innovation (DI), we provide evaluations and predictions across strategic and operational constructs from both an internal and external perspective. We use Theranos to demonstrate the value of DI to future technology-driven entrepreneurs, proposing alternative approaches to medical device startups.