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Drivers Of Brand Commitment A Cross-national Investigation

Strategic marketing. Theodora’s research is published in credible peer-reviewed journals. We argue that in this context, consumers are more sensitive to the brandsthat influential people buy than to the relevance ofbrands to their self-image. This may not be true when... http://commsolv.com/drivers-of/drivers-of-brand-loyalty.php

Programs Programs Programs Undergraduate School Structure and OrganizationProspective StudentsCurrent Students School of Law Specialized Master ProgramsSummer AcademyMOOTBocconi Legal Papers Graduate School Graduate School GovernanceMSc Prospective StudentsMSc Current StudentsSpecialized Master Programs PhD Fur-thermore, in collectivist societies, after a trust relation-ship is established, exchange members tend to develop astronger commitment than in individualist societies(Griffith, Hu, and Ryans 2000). All Rights Reserved. Virgin IslandsUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUnited States Minor Outlying IslandsUruguayUzbekistanVanuatuVaticanVenezuelaVietnamWallis and FutunaWestern SaharaYemenZambiaZimbabwe Other Topics Afghanistan AIDS / HIV Alternative Energy Exploration Arctic Drilling Bank Bailout Blogging Border Walls Bullying in

Brand Self-Relevance and Customer Commitment Across Cultural DimensionsPrior work has indicated the possibility of connectionsbetween brands and consumers’ self-concept (Chaplinand John 2005; Eckhardt and Houston 2002; Escalasand Bettman 2005). The logicunderlying this is that in individualist societies, peopleare expected to perform and cope on their own withoutrelying too much on others (Hofstede 1980). and Around the World Overview of the Gun Control Debate An Overview of Key Terms and Definitions of Globalization History of Sex Education History of Gun Ownership Laws History of Extinctions

Craig (1997), “The ChangingDynamic of Consumer Behavior: Implications for Cross-Cultural Research,” International Journal of Research in Mar-keting, 14 (4), 379–95.Drumwright, E. Assistant Professor at Michigan State University (2008-2012). Therefore, we developed two scales to meas-ure these constructs. Configural invariance is achievedif the pattern of factor loadings is similar in the UnitedKingdom and China; that is, the factor loadings are sig-nificantly different from zero in both countries, the con-structs

Finally,in support of discriminant validity (see Table 3), thesquared correlation between any pair of constructs wasindeed less than the respective average varianceextracted for each of the constructs in the pair (Fornelland Griffith David A., and Rubera Gaia (2014), “A Cross-Cultural Investigation of New Product Strategies for Technological and Design Innovations,” Journal of International Marketing¸ 22(1): 5-20. We found that cor-porate social responsibility had no effect in the UnitedKingdom (bUnited Kingdom= .03, p > .05), while it had asignificant, positive effect in China (bChina = .25, p <.001). In this study, weanalyzed four different brand management decision ele-ments that global brand managers can develop andemphasize to increase customer brand commitment.

Discriminant ValidityA. Eisingerich,Ahmet Kirca,David A. Build-ing on prior research on international marketing andbrand management, we show that an assessment of customer–brand relationship strategies needs to accountfor the cultural context in which brands aim to builddeeper connections Thornton Insulin resistance : a multifaceted syndrome responsible for NIDDM, obesity, hypertension, dyslipidemia, and atherosclerotic cardiovascular disease.

  1. Member of the Editorial Board of the Journal of the Academy of Marketing Science and of Journal of International Marketing.
  2. Commitment .812.
  3. Schlesinger(1997), The Service Profit Chain.
  4. We chose these countries according to their cul-tural orientation as Hofstede (1980, 2001) identifies it.Hofstede’s work on cultural dimensions indicates thatChina and the United Kingdom differ along the threecultural dimensions that
  5. We offer an alternative explanation of the...
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  7. This study examines the influence of culture on the impact of four key brand management elements (i.e., brand innovativeness, brand customer orientation, brand self-relevance, and social responsibility) on customer commitment to
  8. Such research has thepotential of deepening understanding about how brandscreate value for customers and how culture influencesthe value equation.
  9. Taylor (2004),“How Global Brands Compete,” Harvard Business Review,82 (September), 68–75.Hsieh, Ming-Huei (2002), “Identifying Brand Image Dimen-sionality and Measuring the Degree of Brand Globalization: ACross-National Study,” Journal of International Marketing,10 (2), 46–67.

To identify mean-ingful and more effective brand positioning strategies,brand managers need to consider cultural differences inglobal markets (Aaker and Joachimsthaler 1999; Caylaand Arnould 2008; Holt, Quelch, and Taylor 2004;Hsieh 2002). To the extent that people tend to be morecautious in long-term-oriented cultures, a brand’s inno-vativeness will be more positively valued in short-term-oriented than long-term-oriented cultures. When consumers do notreadily accept or appreciate new products, they will beless committed to a brand on the basis of its innovative-ness. The idea behind social respon-sibility initiatives is to generate value for the firm’sstakeholders indirectly by generating value for otherinterest groups, such as employees, the government, andthe community in which a firm

We pretested these items with 72 con-sumers in the United Kingdom and 64 in China tostrengthen their clarity, and we asked participants topoint out any ambiguity in responding to individualitems. http://commsolv.com/drivers-of/drivers-of-brand-extension-success-journal-of-marketing.php This study examines the influence of culture on the impact of four key brand management elements (i.e., brand innovativeness, brand customer orientation, brand self-relevance, and social responsibility) on customer commitment to Using responses from 167 U.K. Ordanini Andrea, Parasuraman A., and Rubera Gaia (2014), “When the Recipe is More Important Than the Ingredients: A Qualitative Comparative Analysis (QCA) of Service Innovation Configurations”, Journal of Service Research, 17(2):

Eisingerich, Gaia Rubera, Drivers of Brand Commitment: A Cross-National Investigation (2013) Wiki code: {{cite web | title=Drivers of Brand Commitment: A Cross-National Investigation | year=2013 | url=http://citeweb.info/20130020298 | author=Andreas B. This is consistent with the existing body of litera-ture, which demonstrates that people from high-power-distance cultures are reluctant to accept or adoptinnovations (Van den Bulte and Stremersch 2004;Yeniyurt and Townsend 2003). However, very little is...Regularities in buyer behaviour and brand performance: The case of Australian beer.Dawes, John//Journal of Brand Management;Jan2008, Vol. 15 Issue 3, p198In recent years, there have been calls for check over here Moreover, in support ofH3a–H3c,we found that the effect of brand self-relevance was stronger in the United Kingdom than inChina (critical ratio for difference = 2.10).Finally, H4 maintained that corporate social responsibil-ity

Prior research has noted that the management of globalbrands is not without risks (Holt, Quelch, and Taylor2004; Schuiling and Kapferer 2004). We assessed the appropri-ateness of these measures for the purpose of this studyin one pretest (n = 58) and one focus group (n = 9). Thus, we predict the following:H3b: The positive influence of brands’ self-relevanceon customer commitment is stronger in short-term-oriented than long-term-oriented cultures.Third, a brand’s self-relevance should be more influentialin purchase decisions for consumers

First, we used Harman’sone-factor test and ran an exploratory factor analysis ofall observed measures with varimax rotation (Podsakoffand Organ 1986).

Numerical Recipes in FORTRAN; The Art of Scientific Computing. This study examines the influence of culture on the impact of four key brand management elements (i.e., brand innovativeness, brand customer orientation, brand self-relevance, and social responsibility) on customer commitment to Eisingerich and Gaia Rubera Year of publication: 2010 Authors: Eisingerich, Andreas B. ; Rubera, Gaia Published in: Journal of international marketing. - Chicago, Ill : Assoc., ISSN 1069-031X, ZDB-ID 915508-9. - The product of a unique collaboration among four leading scientists in academic research and industry,...

Two independent experts, who were nativespeakers in Chinese and the local dialect spoken in Shanghai and the surrounding region, back-translatedand retranslated the questionnaire for accuracy and consistency.Reliability and Validity Tests of Researchconsistent with Hofstede’s approach employs culture atthe nation-state level, thereby linking national culture tocountry. Because we found no significant increaseTable 3. http://commsolv.com/drivers-of/drivers-of-brand-trust-in-internet-retailing.php MacInnis (2006), “What’s In and What’sOut: Questions on the Boundaries of the Attitude Construct,”Journal of Consumer Research, 33 (June), 16–18.Podsakoff, Philip M.

However, other scholars have pointed out thatglobal brands can suffer if they do not adapt to localspecificities (Cayla and Arnould 2008). Consistent with Steenkamp and Baumgartner’s (1998) suggested procedure, we freed these loadings when testing our hypotheses.Structural ModelOur hypotheses test a cultural model effect on theantecedents of brand commitment. The ethical standard to which a business upholds itself can have a crucial impact on the development of a country’s economy. Thefindings of this study show that the effectiveness of eachof these elements is strictly dependent on the type of cul-ture in which the brand operates.From a theoretical viewpoint, these results point

For full functionality of ResearchGate it is necessary to enable JavaScript. of Legal StudiesPolicy Analysis and Public Management Research Research CentersResources for ResearchBocconi Research for Europe and the World EconomyResearch ProjectsAcademic ConferencesCalls Campus and Services Campus and Services Campus Campus LifeBocconi Campus Brand innovativeness .42 .47 .41 .655.