This paper develops a conceptual connection between the Revised Technology Acceptance Model and Hofstede’s Cultural Dimensions in explicating the adoption by customers of a social media platform in the fashion industry in the context of the US and China. This study shows that the trustworthiness of Facebook is positively related to US customers’ intention to purchase fashion items and the trustworthiness of WeChat is positively related to Chinese customers’ intention to purchase fashion items. Also, US customers’ perceived usefulness is not positively related to the intention of using Facebook to buy fashion items. However, their Chinese counterparts had the opposite result. The findings enhance our understanding of the factors that influence customers’ adoption of social media platforms for purchasing fashion items and provides suggestions for marketing managers as to how they can utilize social media platforms to market fashion items. The paper concludes with a discussion of possible future research in this field.
Seldom has so much been written on such an important topic that has produced so little agreement and so much controversy. It starts with “what is leadership and how does it differ from managership?” It continues with the development of competing big, mid-range, and small leadership theories (Muczyk & Adler, 2002). Most recently, scholars are preoccupied with attempting to develop a leadership theory or model by creating a critical match between leader characteristics, subordinate attributes, and the circumstances of the situation. More and more, the influence of national cultures in this global economic village is taken into consideration. This effort is also an attempt at creating such a match in a cultural context that is perceived to be useful by practitioners, is based on reason, and factors in important variables identified in the accepted leadership theories or models.
This study examines how organizations could potentially overcome the fallout of data breaches and achieve competitive advantage, by enhancing key firm capabilities through the process of sensing threats, seizing opportunities, and transforming/reconfiguring their existing resource base. We use the dynamic capabilities framework as the theoretical basis for this study. A multiple case study approach is applied to this study, using secondary data from the case studies of Target, Anthem, and Yahoo data breaches. Our findings indicate that utilizing the dynamic capability framework and its orchestration processes of sensing, seizing, and transforming/reconfiguring the resource base worked favorably in the case of Target and Anthem. However, for Yahoo, failure to utilize the aforementioned framework and orchestration processes had negative impacts on the firm. Our findings have implications for organizations regarding how they could restructure their internal practices and contain the fallout after a data breach.
This study is guided by the need to develop a framework for workforce management decisions in the context of the construction industry in the UAE. A full contextual framework involving all the factors that can possibly play a role in the success of workforce management decisions has been delineated. The factors considered are related to hiring, selection, and quality of workers. The literature has focused not only on the overarching strategies and tactics but also on how day-to-day decision-making occurs while using human resource management for productivity growth of an organization. The data was collected from three construction companies in the UAE. The findings of the study are in line with the findings of previous works.
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