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Building Credible Brands in (Post-)Globalizing Markets

  • Research
  • Marketing, Sales and Communication, Strategic Management

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Consumers in Western markets are increasingly critical towards globalization and re-embrace local values. Companies thus must decide whether to continue to pursue global branding strategies and/or rejuvenate local branding strategies. To explore the implications of market globalization for consumer preferences, we use signaling theory to investigate the role of perceived brand globalness and localness as signals of brand credibility, related downstream effects and boundary conditions, across two countries with differing levels of globalization. In globalized markets, brand globalness is a weaker signal of brand credibility than brand localness, whereas in globalizing markets, the two signals are of equal importance.

Keywords
  • Brand Credibility, Global Brands, Globalization, International Marketing, Local Brands

Author(s)

MANDLER Timo
Assistant professor
TBS Education

Institution(s)

Medias of the same institution

04:17

Coping with the unpredictable by developing the team’s plasticity

When time is of the essence and teams face unexpected contextual changes, they must adapt quickly, sometimes even in real time, that is, they may have to improvise. This paper adopts an inductive approach to explore how teams decide to engage in improvised adaptation, and what happens during those processes for improvisation to be successful. The study analyzes improvisation from the perspective of paradox theory and identifies six paradoxical tensions driven by these contexts: deployment, development, temporal, procedural, structural, and behavioral tensions. We propose a dynamic equilibrium model of team improvised adaptation that leads to team plasticity.
ABRANTES Antonio - TBS Education |
  • Research
  • Innovation Management
04:48

Entrepreneurial Ecosystems in Cities and Regions

The concept of an ‘entrepreneurial ecosystem’ has become a major means for both theorizing and making policy decisions concerning entrepreneurship, innovation and economic development. The notion of an entrepreneurial ecosystem captures the way in which entrepreneurship is increasingly performed and undertaken via the innate interdependencies existing between the elements and components of what are essentially biotic communities (consisting of complex interactions between human agents and an array of tangible and intangible components). This book takes a multi-lensed view and perspective on the emergence of entrepreneurship within ecosystems in cities and regions, the manner in which these ecosystems evolve and operate, as well as their future development. This introductory chapter provides some initial theoretical background relating the nature of ecosystems in the context of entrepreneurship and urban and regional development before providing a summary of the book’s three parts: (1) The Emergence of Entrepreneurial Ecosystems; (2) The Evolution of Entrepreneurial Ecosystems; and (3) The Future of Entrepreneurial Ecosystems.
THEODORAKI Christina - FNEGE |
  • Trends-en
  • Entrepreneurship
04:00

The dark side of networking

De nombreuses jeunes entreprises ne survivent pas aux premières années d'activité. Des études antérieures suggèrent que les réseaux jouent un rôle dans la réussite des jeunes entreprises, mais cet effet positif a des limites. L'objectif de cet article est de répondre à la demande d'une meilleure compréhension de la face obscure des réseaux et des variables qui conditionnent la probabilité de survie des entreprises en phase de démarrage. Sur la base d'une étude empirique menée dans deux pays différents, les résultats montrent qu'une mise en réseau efficace dépend de la situation économique et du potentiel créatif de la jeune entreprise.
ABRANTES Antonio - TBS Education |
  • Research
  • Entrepreneurship, Innovation Management, Organizational Theory
03:59

Opening up corporate political strategizing

J'explore ce qui se passe lorsque des cadres supérieurs essaient d'inclure des salariés non experts dans la formulation et la mise en œuvre d'actions stratégiques marquées par des niveaux élevés de complexité et d'incertitude. Mes conclusions seront pertinentes pour quiconque qui cherche à introduire de nouvelles pratiques organisationnelles dans des environnements d'entreprise hostiles ou sceptiques. Elles devraient être particulièrement intéressantes pour les chercheurs qui étudient la stratégie ouverte, les actions politiques des entreprises et les logiques institutionnelles au niveau organisationnel.
BARRON Andrew - TBS Education |
  • Research
  • Organizational Theory, Strategic Management

Medias of the same thematics

  • 00:04:24

Synergies of Institutional Theory and Dynamic Capability View in Firm Performance: Exploring Climate Change Adaptation and B2B Marketing Capabilities

Based on institutional theory and the dynamic capability view, this study delves into the relationship between a firm’s climate change adaptation (CCA) capability and its performance, with a focus on the mediating influence of business-to-business (B2B) marketing capability. The study poses two main research questions: RQ1: What role do institutional pressures play in fostering CCA capability among B2B firms in both developed and developing countries? RQ2: How does the CCA capability of B2B firms impact their performance? To validate the theoretical model developed, data is collected through surveys conducted in a developed country (Australia) and a developing country (South Africa). The study holds significance on two fronts: (a) being among the first to examine the influence of institutional pressures on CCA capability development, and (b) uncovering the mediating role of marketing capability in enhancing B2B firm performance through CCA capability. The study’s novel contribution lies in identifying pivotal elements for driving exceptional B2B firm performance amidst climate change, while employing institutional theory and the dynamic capability view to elucidate underlying mechanisms.
BAG Surajit - EMLV |
  • Research
  • Logistics and Supply Chain, Marketing, Sales and Communication, Strategic Management
  • 00:04:28

The interplay of cause familiarity, cause-brand fit, and perceived betrayal in cause-brand alliances.

This cross-cultural study (individualistic vs. collectivistic culture) applies construal level theory, exploring the impact of cause familiarity on brand attitudes and how cause–brand fit mediates this link. The study also examines how perceived betrayal moderates the relationship between cause–brand fit and brand attitude. Data collection involved 455 participants from French and Turkish cultures via snowball sampling. Findings show cause familiarity significantly influences brand attitude, with attitude toward fit in a cause–brand alliance as a mediator. Perceived betrayal also moderates the cause–brand fit and brand attitude relationship, shedding light on the positive effects of aligning with a familiar cause on brand attitudes, emphasizing the crucial role of fit in such alliances.
KHELLADI Insaf - EMLV |
REZAEE VESSAL Saeedeh - EMLV |
  • Research
  • Marketing, Sales and Communication, Sustainable Development and CSR
  • 00:03:59

Opening up corporate political strategizing

I explore what happens when senior executives try to include non-expert, functional managers in the formulation and implementation of strategic actions marked by high levels of complexity and uncertainty. My findings will hopefully be relevant for anybody struggling to introduce new organizational practices in potentially hostile or sceptical corporate environments.
BARRON Andrew - TBS Education |
  • Research
  • Organizational Theory, Strategic Management
  • 00:03:52

What is product value perceptions?

Perceived product value describes consumers’ overall assessment of a product. It considers the extent to which a product meets the needs and expectations of a consumer. Product value perceptions can be understood as a trade-off between quality and price.
OSBURG Victoria-Sophie - MONTPELLIER Business School |
  • Management Dictionary
  • Marketing, Sales and Communication
Marketing, Sales and Communication
Strategic Management

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