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Purpose – Consumer ethnocentrism and consumer animosity provide marketing management with two useful concepts to understand the reasons behind consumers’ purchase decisions concerning domestic vs imported products. The purpose of this paper is to investigate the antecedents and consequences of animosity and ethnocentrism within a single model, and respondents’ evaluations of a specific product category are solicited. Design/methodology/approach – The study is conducted within an ideal context for the study of consumer animosity: data were collected in Belgrade shortly after the US-led NATO bombings of 1999. The surveys were carried out in person at the interviewees’ home. The sample was part of a regular omnibus panel composed of 270 adult respondents, of which 92.2 percent agreed to participate. Findings – The findings indicate that animosity and consumer ethnocentrism are distinct constructs. Also consistent with previous research, results obtained confirm that each construct has unique antecedents and consequences. Practical implications – Once consumer animosity and ethnocentrism levels have been measured, managers can then make decisions about whether to promote their country of origin or, alternatively, create more powerful local connections for their products. Thus, the consideration of animosity and ethnocentrism can be part of a firm’s international strategies. Originality/value – Previous studies on consumer animosity have demonstrated through structural equation modeling that the two constructs are distinct and have distinct antecedents, but research has not examined both the antecedents and the consequences of animosity and ethnocentrism in the same study. Thus, this study investigates the antecedents and consequences of animosity and ethnocentrism within a single model.

Purpose – Although servant leadership (SL) improves the overall effectiveness of individuals and teams, it remains understudied. The aim of this paper is to provide insight into the mediating mechanisms through which perceived SL affects salespersons’ proactive and adaptive behaviors. Design/methodology/approach – Data were gathered from 145 industrial salespeople and their supervisors across a variety of businesses and sectors in Spain. Findings – SL enhances salespeople’s adaptivity and proactivity by positively affecting their self-efficacy and intrinsic motivation. Furthermore, SL directly shapes the development of adaptive behaviors among salespeople, although this direct influence is not significant when considering proactivity. Additionally, the use of outcome-based control mechanisms enhances the positive effects of SL on salespeople’s intrinsic motivation. Practical implications – The results demonstrate that sales managers can promote more proactive and adaptive behaviors among sales staff by recognizing the importance of service and their moral responsibilities to the success of their subordinates. Originality/value – Cognitive evaluation theory was used to examine the direct and indirect effects of perceived SL on two emergent change-oriented behaviors (adaptivity and proactivity) using a matched sample of industrial salespeople from a variety of industries, thus providing a basis for the generalization of results. Moreover, in analyzing the moderating effects of outcome control, the conditions under which SL is more or less effective were examined.

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