stewardship, leadership, trust, ethics,
Using the structure-conduct-performance paradigm along with Porter's international factor conditions, the authors propose and empirically test a conceptual framework to explain the antecedents and consequences of a firm's brand-name standardization/adaptation strategy. Survey research and structural equation modeling results show that firms adapt (vary) their brand names when market structure factors measured by competitive, buyer, and distribution intensity increase. Furthermore, the authors find that the more standardized the brand name worldwide, the higher are the firm's cost savings and the higher is the product's sales volume as perceived by marketing executives.The issue of standardization versus adaptation in marketing activities has been prominent in the international literature since the publication of Levitt's (1983) article on the globalization of markets. Levitt proposes that the global corporation can serve the world more economically through large-scale production if it views the world as a small number of standardized markets rather than a large number of customized markets. Winram (1984) suggests that successful marketers are those that treat market segments as global entities, not local ones. Winram claims that cultural convergence will proceed at an accelerated rate, because the development of television satellites and increased cable penetration will enable viewers access to multiple international perspectives and cultures.Contrary to this view, Wind (1986) argues that no powerful empirical evidence exists to show that the world is becoming more homogeneous or consumers universally more price conscious. He offers examples of global products that are fairly expensive and questions the desirability of focusing on a low-price strategy, because customers who base their purchases on price tend to be brand switchers, ever seeking lower-priced brands. Brands targeting multiple market segments may increase revenue by adapting to the specific needs of each segment while maintaining or increasing price. This debate on standardization/adaptation has triggered several recent marketing studies (Aaker 1991; Barwise and
PurposeThe purpose of this research is to propose and empirically test hypotheses concerning the influence of leadership behaviors on interpersonal perceptions of trustworthiness.Design/methodology/approachSurvey research is employed to assess the dimensions of leadership behavior and dimensions of trustworthiness and to determine the relationships among the leadership behavior dimensions and trustworthiness dimensions.FindingsFactor analyses support previous research advocating three dimensions of leadership behavior (relationship development, resource utilization, and image management) and three dimensions of trustworthiness (ability, benevolence, and integrity). A structural model (LISREL), testing the relationship among the three leadership behavior dimensions and the three trustworthiness dimensions, shows that image management influences perceptions of all three dimensions of trustworthiness, and relationship development influences the benevolence dimension of trustworthiness. Using analysis of variance, the research finds that younger individuals view leaders as being more trustworthy than older individuals do.Research limitations/implicationsThe limitations of this study include a survey research methodology and a sample of university students.Practical implicationsThere are consequences to leaders' actions. This study shows that perceptions of trustworthiness can be influenced by leadership behavior.Originality/valuePast research suggests that trustworthiness is an important component of a successful organization. This research supports the hypothesis that leadership behavior affects perceptions of trustworthiness, which is important to researchers and managers interested in how the behaviors of leaders influence other areas of the organization.
Purpose The purpose of this paper is to identify the relationships between self-efficacy and self-awareness and the moral obligations of leaders in understanding and developing these personal qualities. As leaders strive for excellence, self-efficacy and self-awareness can empower them to unlock their own potential and the potential of their organizations and those with whom they work. Design/methodology/approach The paper integrates research of self-efficacy and self-awareness as they pertain to ethical leadership and presents six propositions that increase leadership effectiveness, create value for the organization, and develop leaders considered my trusted by others. Findings The authors argue that greater understanding of self-efficacy and self-awareness is important for individual growth and can enable ethical leaders to empower themselves, their colleagues, and the organization in which they work. Research limitations/implications This research presents six propositions concerning self-efficacy and self-awareness and their influence on effective leadership that can be tested in future research. The ethically based nature of self-efficacy and self-awareness merits additional academic research and practitioner application. Practical implications This paper provides valuable insights to scholars and practitioners by proposing six propositions that will allow leaders to increase their effectiveness and add value to the organization. Social implications Ethical leaders add value by continuously improving themselves. Ethical leaders owe it to others and themselves to be more effective through a greater understanding of self-efficacy and self-awareness. Originality/value Self-efficacy and self-awareness are moral duties associated with the identities of leaders and important for leaders in understanding their own capabilities and identities. Greater knowledge of self-efficacy and self-awareness can enable ethical leaders to be more effective and create value.
leadership, trust, trustworthiness, ethical stewardship, mediating lens,
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