Explaining Americans’ responses to dread epidemics: an illustration with Ebola in late 2014

Despite several surveys of Americans’ responses to Ebola as people were treated or died in the US in the late fall of 2014, little was published on factors that might affect these responses, despite their value for informing future management and communication regarding outbreaks of novel infectious diseases. This explanatory aim was the goal of a national quota online sample of Americans (n = 815) who reported their beliefs and attitudes about Ebola in early December, three weeks after the second US death. Responses were shaped particularly by risk judgments and concern, but also by available Ebola information (from news attention or residence in a state with Ebola experience), political cues (partisanship, ideology), and demographics. Judgments of personal risk and US/global risk were shaped by largely different factors; for example, knowledge of Ebola exposure routes exhibited negative and positive signs, respectively. News attention was associated with both positive (e.g. trust in US Centers for Disease Control & Prevention [CDC]; knowledge) and negative (e.g. US/global risk perception; concern about a US outbreak and family member infection) reactions. Findings suggest challenges for future health communication.     

Micromultinationals: Some Preliminary Evidence on an Emergent ‘Star’ of the International Entrepreneurship Field

This paper provides some preliminary evidence on the behaviour of the micromultinational, an emergent player in the international entrepreneurship field. Using survey data from the Scottish Council for Development and Industry, it found that mMNEs originate from a mixture of high and low technology sectors and employ Foreign Direct Investment as well as international contractual approaches in servicing their foreign target markets. It also concluded that micromultinationals overseas market selection decisions were mainly influenced by market- and knowledge-seeking factors rather than considerations of psychic proximity. The implications of these summary findings for policy, theory and future research are discussed in the paper.     

A new clustering methodology for the analysis of sorted or categorized stimuli

This paper introduces a new stochastic clustering methodology devised for the analysis of categorized or sorted data. The methodology reveals consumers' common category knowledge as well as individual differences in using this knowledge for classifying brands in a designated product class. A small study involving the categorization of 28 brands of U.S. automobiles is presented where the results of the proposed methodology are compared with those obtained from KMEANS clustering. Finally, directions for future research are discussed. Wayne S. DeSarbo is the S. S. Kresge Distinguished Professor of Marketing and Statistics, and Michael D. Johnson is Associate Professor of Marketing, both at the University of Michigan's School of Business Administration. Kamel Jedidi is Assistant Professor of Marketing at Columbia University's Graduate School of Business. The authors gratefully acknowledge DuPont Incorporated for providing financial support for this research.     

Sketchy communication: An experiential exercise for learning about communication in business

To be an effective communicator, students need to learn how to select the appropriate means of communication and be aware of potential obstacles. The model of communication process can be an effective framework for students to understand many pitfalls of the communication process. The described activity enables students to experience communication at different levels of richness (e.g., face to face, instant messaging, email) and with varying levels of feedback and noise. After completing the activity, students will understand the importance of precise, rich messages, seeking and providing feedback, and the difficulties that can occur at every step in communication.     

Who owns the long term? Perspectives from global business leaders

Day-to-day management is challenging enough for CEOs. How do they manage for the long term as well? We posed that question to four top executives of global companies. According to Maurice Levy, chairman and CEO of Publicis Groupe, building the future is really about building the present and keeping close to the front line--those who deal with your customers and markets. He also attributes his company's success in large part to knowing when to take action: In a market where clients' needs steer your long-term future, timing is everything. UPS Chairman and CEO Mike Eskew emphasizes staying true to your vision and values over the long run, despite meeting obstacles along the way. It took more than 20 years, and many lessons learned, to produce consistent profits in what is today the company's fastest-growing and most profitable business: international small packages. Wulf H. Bernotat, CEO of E.ON, examines the challenges facing business leaders and politicians as they try to balance energy needs against potential environmental damage. He calls for educating people about consumption and waste, and he maintains that a diverse and reliable mix of energy sources is the only way to ensure a secure supply while protecting our environment. Finally, Marianne Barner, the director of corporate communications and ombudsman for children's issues at IKEA, discusses how the company is taking steps to improve the environment and be otherwise socially responsible. For example, it's partnering with NGOs to address child labor issues and, on its own, is working to help mitigate climate change. IKEA's goals include using renewable sources for 100% of its energy needs and cutting its overall energy consumption by 25%.