In this article, the authors examine the impact of status orientations on consumer purchase preferences for foreign products, an emerging disposition in Vietnam. Both qualitative (in-depth interviews and focus groups) and quantitative methods (survey with urban Vietnamese consumers) were employed in this investigation. The results of structural equation modeling (SEM) provided empirical evidence for the positive influence of modern status orientation (MSO) on willingness to buy imported products. Traditional status orientation (TSO) was found not to be a predictor of willingness to buy. Consistent with the findings from literature, consumer ethnocentrism was negatively related to willingness to buy imported products. Implications for public policy and marketers pertaining to the emerging proclivity of status-seeking foreign purchase and the social motives underlying this phenomenon are provided
This article describes the development and validation of a new consumer self-concept scale created for use in Confucian societies whose economies formerly were centrally planned but are now moving toward a free-market system. Traditional self and modern self are proposed to be the two subconstructs of the perceptions of self. The empirical work involved with the scale development and validation using data from Vietnam and China are presented. Managerial implications and future research directions are also discussed in this article
What makes a seasoned group of faculty members sit up straight and learn something remarkable? It happens when the members go through a process to develop a new product and realize that what (should) happen is not what does happen and that the difference comes from the “aha moments” along the way. In this article, the authors track the development of a new venture start up—of a young entrepreneurial business school, lacking regional or national image, and the process faculty members experienced in creating a highly differentiated potentially brand-creating new executive MBA program. Specifically, they reflect on the design and development phase of “what happened” and “what really happened,” which emerged through a series of “aha moments.” Along the way, the program's designers and deliverers offer insights and lessons relating to the process itself and examine the application of management theories to a new academic venture.
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