The effects of store atmosphere on shopping behaviour - A literature review.

This paper provides an insight into how the atmospherics of a retail environment influence shopping behaviour. Its objective is to support researchers and practitioners by summarizing the current state of knowledge and identifying gaps and avenues for future research. The scope covers studies in retail marketing and environmental psychology published during the last 35 years. It has been shown that environmental cues (music, scent etc.) have an effect on the emotional state of the consumer, which in turn causes behavioural changes, both positive (approach, buy more, stay longer etc.) and negative (not approach, buy less, leave earlier etc.). Most studies make reference to the PAD model, which proposes that the relevant emotions in this process can be measured along three dimensions Pleasure, Arousal and Dominance (Mehrabian, A. & Russell, J.A.,1974, An approach to environmental psychology, Cambridge, MA.: MIT Press). Since then, significant advances have been made to understand the effect of individual cues, their interaction, as well as the role of moderators, such as gender, age, or shopping motivation. However, there are a number of opportunities for further research. Too little is known about the moderating effects of Arousal and Dominance and how they interact with each other and with Pleasure dimension. Also a number of other moderators, such as gender and culture, should be integrated into the model

Empirical Evidence on Feedback Trading in Mature and Emerging Stock Markets

We investigate the hypothesis that some participants in mature and emerging capital markets engage in feedback trading. The analysis is based on the Shiller-Sentana-Wadhwani noise trader model. It has the attractive property that it yields testable implications about the presence of positive and negative feedback traders in stock markets. This theoretical framework, together with an asymmetric GARCH-type model, allows us to draw conclusions about whether differences exist between mature and emerging capital markets in terms of the degree of feedback trading. The empirical results show that positive and negative feedback trading strategies exist in both types of markets but are more pronounced in emerging stock markets than in their mature counterparts. Hence, non-fundamental trading strategies seems to play a more important role in emerging relative to mature stock markets.feedback trading; return autocorrelation; emerging capital markets in central and eastern european contries; asymmetric GARCH models

The Other January Effect: International Evidence

This paper investigates the predictive power of stock market returns in January for the subsequent eleven months' returns across 19 countries, thereby contributing to the literature on stock market seasonalities. Only two out of 19 countries' stock markets exhibit a robust Other January Eect. In light of this evidence, we conclude that the Other January Eect is not an international phenomenon.Stock market efciency, Other January Efect, Stock market anomalies

Vorbereitungen zur Südostatlantischen Fischereikonvention

Bericht über die Sitzung der "Expert Group on the Statistics and Stocks of the Southeast Atlantic Fisheries" (Rom, 21. - 23.9.1970

Dynamic capabilities and strategic paradox: a case study

Today’s business leaders must constantly review and develop their firm’s abilities to adapt to and benefit from external changes. Dynamic capabilities are the capacity of an organization to purposefully create, extend or modify its resource base. They enable it to exploit business, technological and market opportunities and adapt to market changes, an ability more often observed in highly dynamic industries, such as consumer electronics or telecommunications. Using the case study method, this article identifies dynamic capabilities in traditional, less dynamic industries when faced with a sudden drop of revenue. Four distinct routines emerge, namely structure and practices enduring time-sensitive strategic decision-making by the tice, and a culture encouraging learning and coevolving. Seemingly strategic paradox objectives encourage the management team to question the status quo and, when managed well, transform the tensions between old and new into an ability to advance superior ideas faster