Abstract in English:The aim of this article is to investigate the meanings constructed around the death of a university center’s founder. For this purpose, the culture theory and the social constructionism approach formed the theoretical-methodological basis. In this qualitative descriptive research, the triangulation of various data collection techniques was utilized and an analysis of the discursive practices was conducted. The reflections presented in this article could serve as a starting point for other researchers who are interested in investigating and constructing new theoretical and methodological reflections on this subject, which is absent from the theory of organizations. If this is the case, the researchers should bear in mind that the death of the founder of any organization takes on meanings that lie on the frontiers between the subjectivity of people and the organizational culture. The death of the founder, in any organization, cannot and should not be studied as something natural to those who have lost their historical reference, incorporating the figure of the hero, embellished with all his symbolism.
Abstract in English:While trade credit may be used as a substitute for bank loans, we find empirical evidence that listed firms do use bank debt and trade credit as two complementary sources of financing in line with recent theoretical papers (e.g. Biais & Gollier, 1997) and evidence found in other empirical works (e.g. Alphonse, Ducret, & Séverin, 2006). By using a sample of 263 publicly-listed companies from 2006, our findings empirically support that trade credit may be used as (i) a sign of the firm’s quality, and (ii) a way of facilitating access to bank debt as trade credit seems to be a substitute for bank debt.
Abstract in English:This empirical article investigates the relationship between national culture and consumer decision-making styles in the purchase of cell phones, a product category that appears to be required by consumers independent of their nationalities. To make the research measurable, we used Hofstede’s four cultural dimensions (power distance, uncertainty avoidance, individualism, and masculinity) and Sproles and Kendall’s Consumer Style Inventory framework (quality conscious, brand conscious, innovative, recreation, price conscious, impulsive, confused and brand loyal), and tested nine hypotheses through MANOVA in a sample of 108 buyers of the product in Brazil, 104 in the USA, and 107 in Japan, countries ranked in the top ten of the world’s largest cell phone market. Factor Analysis via Principal Component Analysis was conducted to examine the suitability of the eight-factor model in observations from each country. The three nationalities and the eight decision-making styles were treated as independent and dependent variables, respectively. Findings showed mixed evidence for the application of Hofstede’s cultural dimensions to decision-making styles. Managerial implications and suggestions for future research are presented to help understand the relationship between national culture and consumer decision-making styles.
Abstract in English:Consumer-Company Identification is a relatively new issue in the marketing academia. Bhattacharya and Sen (2003) explored the Social Identity theory and established Consumer-Company Identification as the primary psychological substrate for deep relationships between the organization and its customers. In the present study a new instrument was constructed and validated that permits the empirical verification of the phenomenon described by Bhattacharya and Sen (2003). The scale validated in the present study is the first to embrace the idiosyncrasies of the identification between consumers and organizations. The process was conducted through 3 independent data collections. The first one was collected using literature search and in-depth interviews with 12 undergraduate students and bachelors from different professional fields. The second data base was obtained from a survey of 226 undergraduate students from 3 universities in 2 big Brazilian cities. This data base was used for purification purposes using Explanatory Factorial Analysis. Finally, the Structural Equation Modeling technique was applied to analyze a third data base composed of 387 observations collected from the same 3 universities of the second study. The results confirm the content, convergent and discriminant validity of the new scale proposed.
Abstract in English:Corporate social responsibility strategy and competitive advantage are important issues for the contemporary discussion on corporations in society when taking into account social and environmental impacts. Empirically, we can see that social responsibility strategies are associated with competitive advantages, such as attracting valuable employees as well as enhancing the company image and reputation. This paper presents a theoretical review that demonstrates the association between social strategy and competitive advantage through the formulation of social strategies that influence and are influenced by opportunities, resources, skills, corporation merits, industry structure and stakeholders. Based on the literature and a case study of Carrefour, a model is proposed for competitive advantages stemming from the formulation of social strategies, which are explained based on their elements and adaptation to societal expectations. This article seeks to enrich the discussion on the strategic management of social responsibility and contribute to the literature on Corporate Social Responsibility as well as Strategy and Competitive Advantage.
Abstract in English:Some studies have already highlighted the effects of the introduction of Corporate Social Responsibility [CSR] projects into Multinational Corporations’ [MNC] strategies. However, little attention has been paid to the influence of transverse CSR structure on headquarters/subsidiary integration. In this article, we begin with the following question: What is the influence of the introduction of a centralized/decentralized structure on conducting a CSR strategy in a MNC? Our main objective is to identify conditions through which the structure of the CSR department influences the CSR strategy of the MNC. We define transverse CSR structure as: (1) the existence of a CSR directory at the headquarters level and a CSR representative at the subsidiary level, and (2) the existence of representatives from different areas who participate in meetings or committees to make decisions about CSR strategy. We argue that a transverse CSR structure favors consideration of global and local CSR demands by headquarters and subsidiaries. This process takes place through the mediation of three main elements: information exchange, awareness activities and definition of objectives.