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Purpose The purpose of this paper is to investigate how technological innovations mitigate inefficiencies in marketing channels in the context of microfinance markets in emerging markets. By examining in detail, specific market inefficiencies that inhibit the efforts of micro and small enterprises to access microfinance in emerging markets and the use of technology to alleviate these failures, the authors bridge the literatures on marketing channel inefficiencies and technological innovation relevant to emerging markets. Design/methodology/approach The authors use a qualitative method in the form of phenomenological interviews and participant observation in Ghana, West Africa, to investigate the research question. Findings The three themes that arise from the findings are: channel structure and structure selection; power-dependence relationships and relational outcomes; and conflict mechanisms and control behaviors. Customerization of technology is observed to mitigate inefficiencies in mobile marketing channels by facilitating data sharing, reminders, peer referencing and other marketing strategies of awareness, affordability, access and scalability. Research limitations/implications The limitations of this study are the fact that the context of the study is only one emerging market country – Ghana. This market is however experiencing dynamic changes in mobile technology innovations that is revolutionizing the microfinance industry. Practical implications Mobile money innovations have advanced the scope of marketing channels to the point that an updated perspective of the role of mobile technology in mitigating marketing channels inefficiency is both appropriate and timely. Originality/value The authors make the contribution of customerization as an aspect of mobile technology that is a key enabler in microfinance marketing channels, serving to mitigate microfinance market inefficiencies. Additionally, the study augments theories on the marketing channels framework by contributing perspectives on mobile technology.

Purpose-The USA is witnessing a conflict between LGBTQ (lesbian, gay, bisexual, transgender and queer) consumers/supporters and Christian fundamentalist service providers/opponents regarding whether service can be denied based on religious values. The purpose of this paper is to make a timely investigation into this conflict between marketplace inclusion (for LGBTQ consumers) and freedom of religion (for religious service providers). Design/methodology/approach-The intersection of marketplace inclusion for LGBTQ consumers and religious freedom for service providers is examined by identifying appropriate strategies that address this conflict and reviewing how differing religious perspectives influence perceptions of LGBTQ consumer rights, all building off the social identity threat literature. Findings-LGBTQ and religious identities often conflict to influence consumer behavior and service provider interactions. Such conflict is heightened when there is a lack of substitutes (i.e. only one service provider in an area for a specific service). Common LGBTQ consumer responses include changing service providers, providing justification for the provision of services and pursing legal recourse. Suggested strategies to address this conflict include highlighting common social identities and using two-sided messages for service providers, using in-group interventions for social groups and using government interventions for public policy. Originality/value-Research has yet to examine the conflict between marketplace inclusion and religious freedom, particularly for the inclusion of LGBTQ consumers. Thus, this paper provides a novel conceptual model detailing these relationships to stimulate discussion among consumers, service providers, social groups and public policy in addition to serving as a foundation for future research.

In today's global business environment, where multinational companies are pressed to increase revenues in order to survive, creativity may hold the key to ensuring their new product development (NPD) efforts lead to innovations with worldwide appeal, such as Apple's iPad and Gillette's Fusion Razor. To leverage creativity for effective global NPD, businesses want to know how cultures differ in their concepts of creativity and the impact of those differences on approaches to developing new products. Because global new products are increasingly developed in, by, and for multiple cultures, a particular need is for a culturally reflective understanding, or conceptualization, of creativity. While creativity is believed to be culturally tied, the dominant framework of creativity used in business and management assumes that creativity is culturally indifferent or insensitive. This knowledge gap is addressed by studying the role of creativity in NPD practices in a cross‐cultural or global context. The study begins by first developing a culturally anchored conceptualization of creativity. Called cross‐cultural creativity, the concept draws on creativity insights from the field of art and aesthetics. The concept specifies two modes of creativity, neither of which is superior to the other, called the spontaneous or S route and the divergent or D route. The S route emphasizes adaptiveness, processes, intuitiveness, and metamorphism, while the D route focuses on disruptiveness, results, rationality, and literalism. Next, this new concept is applied to NPD by positing how creativity in distinct cultures may shape NPD practices, as illustrated by Japanese and U.S. firms. Research propositions are formulated to capture these patterns, and thereafter, theoretical and practical implications of the framework and propositions are discussed. The implications center on global NPD, which is a complex enterprise involving typically more than one culture to design and develop new products for several geographic markets. The study is of interest to researchers needing a globally situated, culturally attached framework of creativity for international NPD studies, and managers seeking to exploit creativity in multinational and multicultural innovation projects.

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