Social distance and shopping behavior

This research was designed to see whether a reconceptualization of social distance (as measured by social class variables) between shoppers and stores would provide a basis for understanding store avoidance behavior. A survey of shoppers classified into two distinct social classes investigated their images, including social class images, of two stores that had been selected as representatives of upscale and downscale retailers. A new measure of social distance was proposed and evaluated. Controlling for other functional aspects of store image such as price and personnel, the social distance measure was found to be influential in discriminating shopping frequency groups for the two stores, providing evidence that people tend to avoid stores that are perceived as being socially distant from themselves.     

Examining product managers’ job satisfaction and performance using selected organizational behavior variables

The product management form of organization has been around for quite a while; yet little empirical research has been done on product managers. This article reports a study of product managers and some organizational behavior factors which contribute to their job satisfaction and job performance. These factors include centralization of decision making, job structure, job scope, role ambiguity, and role conflict. Finally, several suggestions are made for creating an environment more conductive to having product managers who are satisfied with their jobs.     

Question order effects in taste testing of beverages

The effect of order position has been demonstrated in marketing research, sometimes compromising survey results. This paper studies the influence of order position in product taste trials of carbonated beverages using a sequential monadic design. The authors measure attitude ratings across product trials rather than across products to examine the effect of order position on preference ratings.     

Strategy in research design and hypothesis testing

The efficiency of a research design may be measured in terms of the degree to which knowledge is enhanced within given resource constraints. Thus, two different types of research design, even though they contain the same number of expected observations, may differ considerably in the amount of information provided. An example is the number N of 32 observations obtained with an analysis of variance witheither 2 factors, 2 levels per factor and a replication of 8or 4 factors, 4 levels per factor and a replication of 2. We analyze and compare the relative efficiencies of regression and variance analysis models and their implications to research strategy development. Three major considerations are evaluated: (1) short versus long time horizon (interval until effects of a decision are realized), (2) small versus large cost of erroneous rejection of the Null Hypothesis and (3) gross versus refined stage of development of the research study. A set of general guidelines towards improved designs is developed.