Purpose -This study examines the interrelationships between aspects of entrepreneurial, market, and learning orientations, and international entrepreneurial business venture (IEBV) performance. Design/methodology/approach -Data were collected from 396 entrepreneurs and 143 senior managers from early stage, growth-oriented firms in the Republic of South Africa. These firms had an international focus in that 20 per cent began exporting from their inception and the remaining 80 per cent either began exporting within three years of inception or planned to export within three years of inception. Given the multidimensional nature of IEBV performance, structural equation modeling (AMOS) was used to test the measurement and substantive models. Findings -Results indicate that IEBV performance is positively related to the innovativeness component of an entrepreneurial orientation (EO), a market orientation, and a learning orientation. Contrary to expectations, the communications aspect of EO is inversely related to objective performance measures. Research limitations/implications -By design, only successful IEBVs in South Africa were studied, potentially limiting generalizability. Practical implications -Financiers can enhance the probability of success by assigning a greater weight to an entrepreneur's creativity. Originality/value -This is the first examination of the role of all three orientations and multidimensional measures of objective and subjective performance. It examines South Africa, a more dynamic, changing and hostile business environment. Managers and financiers can enhance their probability of success by developing the different orientations.

Purpose -The purpose of this research is to examine predictors of impulse buying. Although moderate levels of impulse buying can be pleasant and gratifying, recent theoretical work suggests that chronic, high frequency impulse buying has a compulsive element and can function as a form of escape from negative affective states, depression, and low self-esteem. Design/methodology/approach -The present research empirically tests a theoretical model of impulse buying by examining the associations between chronic impulse buying tendencies and subjective wellbeing, affect, susceptibility to interpersonal influence, and self-esteem. Findings -Results indicate that the cognitive facet of impulse buying, associated with a lack of planning in relation to purchase decisions, is negatively associated with subjective wellbeing. The affective facet of impulse buying, associated with feelings of excitement and an overpowering urge to buy, is linked to negative affect and susceptibility to interpersonal influence. Practical implications -Given the link to negative emotions and potentially harmful consequences, impulse buying may be viewed as problematic consumer behavior. Reductions in problematic impulse buying could be addressed through public policy or social marketing. Originality/value -This study validates and extends the Verplanken et al. model by examining the relationship between impulse buying and other psychological constructs (i.e. subjective wellbeing, positive and negative affect, social influence, and self-esteem).

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Purpose -To assess quantitatively the impact of market orientation on the performance of the firm. While much empirical work has centered on market orientation, the generalizability of its impact on performance has been under-researched. Design/methodology/approach -A substantive meta-analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of market orientation on three outcomes. A second, methodological meta-analysis assessed the influence of methodological variables on explained variance in performance. Findings -The direct, indirect, and total impacts of market orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance. Research limitations/implications -First, across study contexts, market orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous research. Third, the strength of its impact depends on the country in which it was implemented; managers should expect higher payoffs in less developed countries. Originality/value -The findings of this study significantly refine the body of knowledge concerning the impact of market orientation on the performance of the firm, and thereby offer an improved conceptual framework for marketing planners.

PurposeThis study seeks to examine the interrelationships among three elements of an entrepreneurial orientation (proactiveness, innovativeness, and risk‐taking), age and education of the entrepreneur, and the international entrepreneurial business venture (IEBV) start‐up decision.Design/methodology/approachData were collected from a sample of 539 individuals from dynamic internationally focused South African firms. Since the dependent variable is non‐metric and the independent variables associated with the IEBV new entry decision are metric, multiple discriminant analysis was used to test new entry decisions.FindingsResults indicate that the start‐up decision is positively related to the proactiveness and risk‐taking components of an entrepreneurial orientation and the age of the lead entrepreneur and negatively related to the education of the lead entrepreneur. As predicted, the innovativeness component of entrepreneurial orientation is not a factor in the start‐up decision.Practical implicationsInvestors can determine the likelihood of venture start‐up by examining the proactiveness and risk‐taking dimensions of entrepreneurial orientation and the age and education of the lead entrepreneur. Since older and less educated entrepreneurs have a greater likelihood of starting ventures, entrepreneurial training programs may provide greater returns by targeting this age and education group.Originality/valueThis is the first examination of the role of entrepreneurial orientation, age, and the IEBV start‐up decision. It examines South Africa, a more dynamic, changing and hostile business environment. Managers and financiers can enhance their probability of success by developing the proactiveness and risk taking entrepreneurial orientation dimensions.

Purpose -This cross-cultural study examines inter-relationships between values (using the list of values), collective self-esteem (CSE), and consumer susceptibility to interpersonal influence (CSII). Design/methodology/approach -Data were collected through surveys administered to 783 university students in four countries (Australia, English-speaking Canada, Korea, and Norway). Findings -Results indicate that external and interpersonal values are positively related to the normative component of CSII, while internal values are negatively related to the normative component of CSII. The CSE subscale measuring importance of the group to one's identity is positively related to normative CSII, while the CSE subscale of membership esteem is negatively related to normative CSII. Normative CSII was substantially higher among Korean participants than among participants from the other countries. Research limitations/implications -This research was limited to a sample of university students in Canada, Australia, Norway, and Korea. Future research could expand the sample to include a more representative adult sample, in order to ensure the generalizability of the results. Practical implications -CSII may be an important factor in many consumer purchases that relate to self-image. The relationship of values and collective self-esteem to CSII provides valuable insights to managers regarding consumer purchasing behavior. Originality/value -Given that values, consumer self-esteem, and country explain a large degree of the variation in consumer susceptibility to interpersonal influence, managers can benefit from this knowledge when developing advertising content and marketing interventions.

An investigation is conducted into attitudes towards cause-related marketing (CRM