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PurposeThe purpose of the paper is to analyse the importance of innovation for firms involved in international marketing.Design/methodology/approachA total of 154 general managers in the textile sector were interviewed on two main groups of questions: entry forms when going abroad; and innovative decisions in products, strategies, processes, and markets. Univariate (ANOVA) and multivariate (discriminant analysis) methods were used.FindingsThe present results have demonstrated that not all types of innovation dimensions are required to find new clients in new countries.Research limitations/implicationsThis study has been based on a mature sector, as is the textile sector in Spain. The results obtained should be understood in this framework.Practical implicationsThese results should lead managers to adopt sophisticated entry modes (higher internationalisation degrees), even if they are still young enterprises, without new state of the art products, and without new market demands.Originality/valueThis paper examines whether more innovative and less innovative enterprises correspond to high internationalised and less internationalised enterprises. This means, in line with Jeong, that the standarisation principles supported by Levvit should be questioned, given that innovations are in fact prometed when yo go abroad.

Purpose -Market orientation analyses have focused on two broad-ranging approaches: the behavioural and the philosophical. The concepts of innovation and market orientation are gaining ground steadily in the context of an increasingly competitive and highly volatile environment, subject to the pressures of rapid-changing customer needs and desires. This premise underlies the general aim of this study, which is to determine to what extent companies operating in the same sector and with similar market orientation are similarly concerned about innovation. Design/methodology/approach -The population for this study comprises the leading 465 textile companies operating in Spain, listed in the ARDAN database. Data were gathered from in-depth personalised interviews with 17 company directors operating within the textile sector. In order to verify the hypotheses, groups with similar market orientation were identified using a combination of two techniques: multidimensional scaling analysis; and cluster analysis. After this, ANOVA was used to characterise each group. Findings -This study of the textile sector, and more specifically of its leading companies, enables one to conclude that market orientation and innovation are not isolated fields. First, four groups of firms which differ significantly in their commitment to market orientation have been found. Second, although a direct relationship between market orientation and innovation could not be statistically proved, some tools and policies considered in the innovation scale are more heavily used by the firms more orientated to the market. Third, in the context of the traditional debate in the literature about the market orientation-performance relationship, the results of this study support a positive relationship between these two concepts.Research limitations/implications -The limitation of the sample size should lead one to treat the final results with caution. Originality/value -The concepts of innovation and market orientation are gaining ground steadily in the context of an increasingly competitive and highly volatile environment, subject to the pressures of rapidly-changing customer needs and desires. In this sense, through this paper companies can observe how these two concepts are related in a particular industry and obtain some interesting implications.

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This study was designed to examine the portrayal of men and women in a sample of 370 Spanish television commercials. The general objective was to compare and contrast the plurality and similarities between men and women as regards both gender role portrayals and sexism levels and also product stereotyping as the association of certain kinds of products with gender. In addition, we examined the type of social relationship held by the main actor/actress in the commercial. Applying content analysis methodology, the results highlight a feminine culture and a social reality moving steadily toward gender equality and complementariness between genders, albeit still within the framework of the traditional family model, which characterizes women as homemakers and mothers.

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PurposeThe purpose of this paper is to analyse the relationship among the compensation system (fixed or commission) applied to salespeople, the system by which they are controlled, and the effects of both on individual performance and sales organization effectiveness. Previous research has been extended in a different country/context, and from the field sales manager's points of view.Design/methodology/approachFirst, a cluster analysis was used to obtain a set of groups of salespeople characterized by their main compensation system (salary and/or commission). Also, ANOVA is used to analyze the significance of the differences due to the different compensation system.FindingsThe empirical data reflect the results of research involving 108 field sales managers and show that the compensation system used for the salespeople has significant effects on individual salesperson performance and sales organization effectiveness and is related to the control system used by the company. Companies with a compensation system based on a fixed salary use behavior control more than companies with a compensation system based on commission; salespeople who receive a greater proportion of compensation as a fixed salary give better individual performance than those who are paid by commission; salespeople who receive a greater proportion of their pay as a fixed salary are more effective than those paid largely by commission. Results do not show relevant differences among countries.Research limitations/implicationsAny generalisation of results is limited by the characteristics of this study, in particular by the sample used and the particular situation of the country analysed (Spain). At the same time, and because the study relies on the subjective judgment of sales field managers' perceptions, the measurement of some concepts is subject to various cognitive biases.Practical implicationsCompensation for salespeople is one of the most important issues in saleforce management as it has a significant effect on motivation, which is critical, given the conditions of their working environment.Originality/valueThis paper analyzes the field sales manager's points of view and not that of the salesperson or the sales team. This provides a closer perspective because field sales managers operate between the salesperson and sales manager. This paper presents a framework based on Baldauf et al.'s and Piercy et al.'s previous research, with two main contributions. The first contribution is the proposed direct analysis of the relationships between various antecedents of effectiveness. The second contribution is the consideration of two dimensions of the effectiveness construct: financial efficacy and field sales manager satisfaction.