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Purpose – This paper aims to examine whether self-efficacy plays an important role in shaping the effect of cognition and affects in high technology adoption. It also examines whether cognition and affect mediate the effect of self-efficacy on attitude toward adoption. Design/methodology/approach – Using an experimental survey to collect data, subjects performed two different tasks (utilitarian and hedonic) to make sure that they had cognitive and affective experiences to draw upon as they developed attitudes toward the focal innovation. Structural equation modeling was used to analyze the model. Findings – The result shows that self-efficacy influenced cognitive perceptions and emotional reactions. Specifically, self-efficacy was found to play a substantive role in shaping individuals’ attitudes via a cognitive route (perceived usefulness and ease-of-use) and an affective one (pleasure, arousal and dominance). Research limitations/implications – The study of self-efficacy as an external variable provides further insights into the process and is expected to increase the explained variance of the theoretical model. Practical implications – This study confirms that a belief about something besides the product also plays a key role; it is the confidence consumers have in their own abilities to understand and effectively use a new piece of technology. Originality/value – The research makes important contributions to our understanding of technology acceptance and has implications for marketing managers.

Purpose - The purpose of this paper was to analyze the level of innovation and entrepreneurial culture among Asian multinationals, especially as they face intense competition from large global companies. Past practices and the sense that Asian companies are followers rather than innovators have resulted in the persistent belief that these companies are not sufficiently innovative and do not support or promote an entrepreneurial culture. However, given the rapid development in Asian economies in recent years, it is useful to analyze whether such traditional views and practices are changing and whether employees in these organizations view innovation as a necessary tool. Design/methodology/approach - The data for this study came from a survey of 193 executives (32.2 per cent response rate). The statements in the survey instrument were designed to measure aspects of three factors, namely, organizational philosophy, corporate support and human capital, for the practice of entrepreneurship and innovation in their companies. The results were analyzed through standard statistical techniques such as factor loadings, correlation analysis, analysis of variance and post hoc tests. Findings - While Asian companies traditionally are viewed as followers rather than innovators in entrepreneurship and innovation, it is clear from this study that this perception is changing at least for the three countries in this study with the prevalence and continued growth of the globalized economy. While the main results show an overall trend of increasing innovation and entrepreneurship culture, there are some major differences among specific factors. Specifically, the three countries are not the same across all the factors. This could be partly attributed to the cultural differences among these countries. In conclusion, the implications of the results from this study add to the extant research in this area. Research limitations/implications - One of the limitations of this paper is the sample, which is obviously restricted to three countries. In addition, some of the factors need further examination for a more complete understanding of their relationship to entrepreneurship and innovation. In addition, longitudinal analysis can examine the patterns in time-based trends for these companies. Practical implications - The paper includes implications for Asian multinationals to achieve growth in a highly competitive global environment where their traditional \"followers\" mentality limits them from competing with global competitors who are practicing entrepreneurship and innovation. Originality/value - For the first time, this study has shown that Asian multinationals are attempting to be innovative and use the corporate entrepreneurship as a means to compete with global companies.

Between the lack of incentives for larger international companies and the lack of resources of the local companies the majority of the people in less developed countries never benefit from new products. International companies generally offer modified product offerings to consumers in developing countries. To date, their attempts to penetrate the developing country markets have not been successful. The reasons for this failure in their attempts to succeed in these markets include the prohibitive cost of developing entirely new products for this market and the low-income levels of the families in these countries. To succeed in developing countries, international companies have to observe and study their customers' needs and uncover the problem areas. There are many approaches available to accomplish this process including systematic innovation and the seven R's. Each approach focuses on the consumer and suggests a radical approach to developing new products. The purpose of this paper is to provide an introduction and overview of new product development in emerging countries. Challenges, process, and success strategies are explored. To succeed in developing countries, international companies have to observe and study their customers' needs and uncover the problem areas. The authors suggest an approach that focuses on the consumer and suggests a radical approach to developing new products - the limitations/constraints point of view. The single biggest constraint in developing products for less developed countries is affordability (price). Unlike the new product development process that is practiced in industrialized countries, international companies wanting to be successful in less developed countries should start with the customers' affordability and value-added point of view and then work backwards to develop products/services for these countries. International companies are provided with an approach to new product development in emerging countries. New product development in emerging countries is likely to become increasingly important, and there is very little research on the topic. The value of this paper is in its overview of the challenges of new product development in emerging countries, and suggested solutions. [PUBLICATION ABSTRACT]

This paper examines differences in what affects managerial performance of middle-level managers in four countries-China (N=204), India (N=184), the Philippines (N=220), and the United States (N=176). Important differences were predicted and found in factors affecting managerial performance as perceived by the respondents. While East-West differences exist, significant differences are noted among the three Asian countries. Specifically, Chinese and American managers represented two extremes in their beliefs about what determines managerial performance of middle-level managers. Both Filipino and Indian managers were found more similar to their U.S. counterparts than their Chinese counterparts. Implications of the findings are discussed.

Purpose - Between the lack of incentives for larger international companies and the lack of resources of the local companies the majority of the people in less developed countries never benefit from new products. International companies generally offer modified product offerings to consumers in developing countries. To date, their attempts to penetrate the developing country markets have not been successful. The reasons for this failure in their attempts to succeed in these markets include the prohibitive cost of developing entirely new products for this market and the low-income levels of the families in these countries. To succeed in developing countries, international companies have to observe and study their customers' needs and uncover the problem areas. There are many approaches available to accomplish this process including systematic innovation and the seven R's. Each approach focuses on the consumer and suggests a radical approach to developing new products. The purpose of this paper is to provide an introduction and overview of new product development in emerging countries.Design methodology approach - Challenges, process, and success strategies are explored.Findings - To succeed in developing countries, international companies have to observe and study their customers' needs and uncover the problem areas. The authors suggest an approach that focuses on the consumer and suggests a radical approach to developing new products - the limitations constraints point of view. The single biggest constraint in developing products for less developed countries is affordability (price). Unlike the new product development process that is practiced in industrialized countries, international companies wanting to be successful in less developed countries should start with the customers' affordability and value-added point of view and then work backwards to develop products services for these countries.Practical implications - International companies are provided with an approach to new product development in emerging countries.Originality value - New product development in emerging countries is likely to become increasingly important, and there is very little research on the topic. The value of this paper is in its overview of the challenges of new product development in emerging countries, and suggested solutions.

Purpose - To derive and apply a new composite performance metric to top performing US companies in order to identify consistently excellent performers and explain their success over the last half-century. The ten firms topping the list for this new composite performance metric represent the \"best of the best\" of American corporations during the fifty-one years of Fortune magazine listings.Design methodology approach - Data for this analysis were gleaned from the annual lists of the top 500 companies reported by Fortune from 1954 to 2005. Using Fortune's annual rankings of companies according to the four performance criteria of return on investment equity, net profits, total assets, and revenues dimensions, the authors firstly computed, for each of these four performance dimensions, an average ranking based on a company's particular rank each year and its total number of appearances during the 51-year period; and then, secondly, by assigning each of the four performance criteria a weight reflecting its importance, derived a composite (total) score based on a company's average ranking on all four criteria.Findings - For a modern US based company to be successful year after year it must consistently achieve two of four performance criteria included in the composite metric. The results of the longitudinal analysis illustrate the significance of using a variety of metrics, or a composite metric, to gauge corporate performance.Research limitations implications - The limitations of the findings are that assigning different weights to the four performance criteria would yield a somewhat different composite ranking.Originality value - This paper is the first to derive and present a composite performance metric, compiled from Fortune's annual rankings of four critical performance variables and representing an aggregated weighted ranking of American companies over a half-century.

Identifies problems facing MBA programmes, the type of executives sought by businesses, and the roles academic and business institutions need to play in developing the next generation of managers. Views MBA programmes through an inputoutput model with the quality of the output MBAs a function of the quality of the input and the efficiency of the process and reveals the problems in business education. To raise the quality of MBAs, schools need to cover material relevant to client firms, to incorporate new materials into existing courses that stress written and oral communication. States that faculty and executives should forge links to evaluate graduates and update classroom material and states faculty should be encouraged to undertake business internships. Corporations have an additional role, they must identify MBAs with potential for senior level management and train them, focusing on leadership negotiating skills, and longterm planning.

Most industrialized countries are facing slower growth rates, higher unemployment levels, and unnamable national debt as a percentage of GDP and consequently incurring a high cost of servicing this debt. Among the various solutions suggested to reduce the debt burden is to undertake austerity measures to improve fiscal balance and, hence, potentially reduce debt. Growth and austerity programs appear to be inversely related during periods of downturn and slow economic recovery. It has been shown that during a period of sustained upswing, both objectives are positively correlated as higher growth enables higher austerity. To date, studies that have attempted to suggest the feasibility of attaining growth through various programs including austerity during rising national debt have not conclusively shown that this is an attainable objective for policy makers. In this paper we attempt to show that there are initiatives that government's can implement given the right timing and well-planned initiatives could offer a reasonably successful solution. [PUBLICATION ABSTRACT]

The need for cultural sensitivity in global marketing is recognized widely. Using content analysis of 543 advertisements from four East Asian countries, determines the marketing factors which lead to the use of two advertising strategies that might be perceived as culturally insensitive. Indicates that, while foreign languages are used widely, a substantial number of advertisements also employ western models. Shows the use of western models to be influenced by five factors: use of a foreign language, target audience, product′s country of origin, product type and customer country. Shows the use of foreign language words, on the other hand, to be influenced by just two factors: customer country and product type.