Market-Driven Hotel Brands: Linking Market Orientation, Innovation, and Performance

Market orientation is a term popularized by marketing practitioners to indicate the extent to which a firm is market driven. This presumed linkage between market orientation and profitability has caught the attention of scholars, but, surprisingly, only two prior studies have reported a positive association between the two. Given the special relevance to the hotel industry of being market driven, we believe this industry provides the ideal setting for demonstrating the link between market orientation and performance. This research examines this linkage in the hotel industry. The results of our study suggest that market orientation is positively and significantly related to innovation, subjective performance, and objective performance. This result yields a number of useful ideas about how to harness the power of the marketing concept

Nationality and Subsidiary Ownership Patterns in Multinational Corporations

This paper examines the notion that the multinational's nationality influences its foreign subsidiary ownership decisions. It identifies theoretically meaningful constructs to represent nationality and examines, under carefully controlled conditions, their influence on subsidiary ownership preferences in American and European multinationals. The paper concludes that there are indeed significant differences in ownership preferences among various nationalities that can be explained using cultural as well as economic variables, but that these differences may become weaker in larger multinationals.© 1996 JIBS. Journal of International Business Studies (1996) 27, 225–248

The Experience Factor in Foreign Market Entry Behavior of Service Firms

The paper examines the effect of international experience on service firms' selection of foreign markets and entry modes. The investigation utilizes survey date from 151 United States-based service firms. Results on market selection suggest that, as their experience increases and becomes geographically more diversified, service firms tend to choose markets that are culturally less similar to their home country. On entry mode choice, the paper departs from traditional linear conceptualizations and hypothesizes a U-shaped relationship between experience and propensity for integrated entry modes. Results generally support the hypothesis. The paper explains these findings and describes how service firms resemble and differ from manufacturing firms in their foreign market entry behavior.© 1991 JIBS. Journal of International Business Studies (1991) 22, 479–501

Customer Preference For Alternative Credit Card Based Payment Methods: Some Empirical Evidence

This article looks at consumer preferences for two major types of credit cards viz:  (1) national credit cards i.e. bank credit cards and travel and entertainment cards that are typically accepted at a wide variety of establishments and (2) store credit cards whose acceptance is typically limited to stores that constitute a department store chain.  Through a mail survey, an attempt is made to identify the reasons for card preferences and distinguishing background characteristics of individuals with a distinct preference

Choice Between Non-Equity Entry Modes: An Organizational Capability Perspective

Many studies have examined the choice between different types of equity and non-equity modes; however, none has focused on the choice between different types of non-equity modes that service firms employ routinely. This study develops a theoretical framework based on the “organizational capability” perspective to explain the choice between two non-equity modes— franchising and management-service contracts. While previous studies are based on the premise that foreign market entrants choose a mode—equity or non-equity—that offers them most control given their particular circumstances, the premise of this study is that foreign entrants choose a non-equity mode that, in addition, offers effective transfer of the firm\u27s capabilities to the host-country venture

Choice Between Non-Equity Entry Modes: An Organizational Capability Perspective

Many studies have examined the choice between different types of equity and non-equity modes; however, none has focused on the choice between different types of non-equity modes that service firms employ routinely. This study develops a theoretical framework based on the “organizational capability” perspective to explain the choice between two non-equity modes— franchising and management-service contracts. While previous studies are based on the premise that foreign market entrants choose a mode—equity or non-equity—that offers them most control given their particular circumstances, the premise of this study is that foreign entrants choose a non-equity mode that, in addition, offers effective transfer of the firm's capabilities to the host-country venture.Dev63_Choice.pdf: 3242 downloads, before Aug. 1, 2020