Abstract. Firms interested in servicing foreign markets face a difficult decision with regards to the choice of an entry mode. The options available to a firm include exporting, licensing, joint venture and sole venture. Several factors that determine the choice of a specific foreign market entry mode have been identified in previous literature. These factors can be classified into three categories: ownership advantages of a firm, location advantages of a market, and internalization advantages of integrating transactions. This study examines the independent and joint influences of these factors on the choice of an entry mode. Multinomial logistic regression model is employed to test the hypothesized effects.

While there is recognition that market-based capabilities contribute to a firm's financial performance, the exposition is largely conceptual (Srivastava et al.

Research on negative word‐of‐mouth communication (WOMC) in general, and the process by which negative WOMC affects consumers’ brand evaluations in particular, has been limited. This study uses attribution theory to explain consumers’ responses to negative WOMC. Experimental results suggest that (a) causal attributions mediate the negative WOMC‐brand evaluation relation, (b) receivers’ attributions depend on the manner in which the negative WOMC is conveyed, and (c) brand name affects attributions. Results also suggest that when receivers attribute the negativity of the WOMC message to the brand, brand evaluations decrease; however, if receivers attribute the negativity to the communicator, brand evaluations increase.

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How do salespeople make judgments of merit pay fairness? By what mechanisms do fairness judgments influence the performance and commitment of salespeople? Using equity and social exchange theories, the authors examine these questions for industrial salespeople who work in a Fortune 500 firm and provide four key findings. First, of the three dimensions of fairness judgments, they find the interactional fairness dimension to be relatively more important than procedural or distributive fairness in influencing job outcomes of salespeople. Second, supervisory behaviors have significant influence in shaping salespeople's fairness judgments, particularly judgments of distributive and interactional fairness. Third, the results underscore the contrasting mediating role of trust in supervisor and job satisfaction. Although trust in the supervisor is important in reducing salespeople's opportunistic behaviors, the authors find job satisfaction to be important in enhancing their loyalty to the organization. Fourth, salespeople's job performance is influenced directly by extrinsic factors such as fairness of current rewards and potential for rewards. In addition, the authors outline implications for theory and practice.