This research aims to develop a framework of consumer-brand relationship by taking an experiential view. In this article, the authors report a cross-cultural comparative study that was conducted on a sample of real consumers at coffee chain stores in Shanghai, China, and Taipei, Taiwan. The findings reveal that individual as well as shared experiences work through brand association, brand personality, brand attitude, and brand image to shape a consumer-brand relationship.
This study set to explore the career needs and proposes the concept of the gap between career development programs and career needs, and its subsequent effect on job satisfaction, turnover intention, in an effort to contribute to the field of career management, through the effective integration of career needs and career development programs. Questionnaires were completed by 367 R&D personnel from Hsinchu Science-based Industrial Park (HSIP) in the north of Taiwan. The results reveal that R&D personnel have very diverse career needs at various stages of their career, and that depending on which stage of their career they have reached. The result show that the larger the gap, the higher the levels of both turnover intentions and job dissatisfaction. Managerial implications of these findings are also discussed.
This study attempts to develop career development programs capable of responding to career needs at different career stages. The current implementation status of these career development programs in Taiwanese businesses is then examined, along with the level of satisfaction of R&D personnel with available career development programs. The relationship between the career development programs and job satisfaction, professional development and productivity is then examined, revealing an association between high satisfaction of R&D personnel with career development programs and high job satisfaction, professional development and productivity.
Effective knowledge management (KM) has been a topic of great interest and extensively studied by organization researchers. Yet there is little research that attempts to explain the organizational KM performance in terms of employees' satisfaction. To address this gap, this paper proposes a path model employing a number of constructs: innovativeness, interfunctional coordination, the KM processes of socialization, externalization, combination, and internalization, and employees' perceived KM satisfaction. Empirical testing of the model is based on a sample of 157 enterprises from the Taiwanese information service industry. The results show that 10 of the 16 hypothesized relationships are supported by empirical data. The implications of these findings for knowledge management are discussed.
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