Post-M&A organisational cultural change is a traumatic experience for organisational members. It generates resistance and contributes to M&A failure. Nevertheless, the literature on managing post-M&A cultural change is scarce and largely focused on overcoming the debilitating impact of...

In the channels literature, research involving behavioural constructs is extensive. However, there have been persistent calls for more comprehensive models to explain channel phenomena (Anderson and Narus 1984; Anderson and Narus 1990; Gattorna 1978, Stern and Reve 1980) particularly where all construct...

Japanese multinational companies (MNCs) have often been portrayed as highly centralised firms that limit the roles of overseas subsidiaries to the assembly and sale of standardised products designed and developed in Japan (see, e.g. Bartlett and Ghoshal, 1989: 51-2, 158-161). Their foreign...

Much recent work on firms' capabilities and competitive competences builds on Penrose's (1959) seminal contribution to the theory of the firm in emphasising their organisational nature, and the critical role of managerial routines in transforming resources into distinctive services (see, e.g....

Achieving a good response rate is a goal in every survey. Response rate has also become an interesting academic debate. On one side Hunt (1990) maintains that since marketing is a social science, where most of the time researchers are interested in examining relationships rather than determining...