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LATIN AMERICAN BUSINESS ABSTRACTS

"A Cultural Contingency Leadership Model for Multinational Joint Ventures" Free Download

FRANK P. ALBRITTON, Seminole State College of Florida
Email:

Fieldler‘s (1967) contingency theory with its Least Preferred Coworker (LPC) instrument, while groundbreaking, has not been the subject of significant recent research in leadership theory. A significant opportunity to apply the theory to culturally contingent leadership (CCL) research has thus been missed as it is one of the few theories that contain a Western leadership model that addresses both the individualism of the West and the collectivism of the East. This research uses the framework provided by Triandis (1993) to capitalize on the values orientation of two organizational/leadership researchers, Hofstede (1980) and Fiedler. In the first step in developing a model which can be used by practitioners in the global environment to develop the leadership necessary for bi-national combinations of professionals working on, for instance, a joint venture, the relationship between the research of these pioneers was explored. Next, original research on the cultural values of almost 200 professionals from the United States and Germany was compared to research from both Hofstede (1980) and Hoppe's (1990) comprehensive replication of Hofstede's research on IBM employees. This was used to corroborate the contention by Hofstede and Peterson (2000) that existing research on cultural values can be used as long as there is a close match between the characteristics of the sample upon which the previous research was conducted and the current sample. Finally, using the established cultural values and the values generated by this research, a flowchart model developed through the use of the Triandis framework was employed to recommend CCL for teams of professionals from different countries which are involved in cooperative (joint) ventures by organizations representing predominately two national cultures.

"Impact of Celebrity Endorsements on Brand Image" Free Download

DEBIPRASAD MUKHERJEE, Cognizant Technology Solutions
Email:

Celebrity endorsement has been established as one of the most popular tools of advertising in recent time. It has become a trend and perceived as a winning formula for product marketing and brand building. It is easy to choose a celebrity but it is tough to establish a strong association between the product and the endorser. While the magnitude of the impact of celebrity endorsement remains under the purview of gray spectacles, this paper is an effort to analyze the impact of celebrity endorsements on brands. Objective of this article is to examine the relationship between celebrity endorsements and brands, and the impact of celebrity endorsement on consumer's buying behavior as well as how consumer makes brand preferences. This paper proposes a 20 point model which can be used as blue-print criteria and can be used by brand managers for selecting celebrities and capitalizing the celebrity resource through 360 degree brand communication which, according to this paper, is the foundation of the impact of celebrity endorsement. Celebrity endorsement is always a two-edged sword and it has a number of positives - if properly matched it can do wonders for the company, and if not it may produce a bad image of the company and its brand.

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About this eJournal

This abstracting journal distributes working and accepted papers dealing with all aspects of the business environment of Latin America. Topic areas include marketing, management, human resources management, strategy, operations, logistics, information systems, and international business in general. Abstracts will be published in English, but the papers may be written in Spanish, Portuguese or English. In the future this journal will be expanded to include abstracts of published papers, including those from Latin American journals. Papers in all areas of finance and economics shall be sent to our sister publication: Latin American Economics Abstracts.

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Directors

INTL SUBJECT MATTER EJOURNALS

TIMOTHY M. DEVINNEY
University of Leeds - Leeds University Business School (LUBS)
Email: t.devinney@leeds.ac.uk

MICHAEL C. JENSEN
Social Science Electronic Publishing (SSEP), Inc., Harvard Business School, National Bureau of Economic Research (NBER), European Corporate Governance Institute (ECGI)
Email: michael_jensen@ssrn.com

Please contact us at the above addresses with your comments, questions or suggestions for INTL-Sub.

Advisory Board

Latin American Business

THOMAS L. BREWER
Senior Fellow, International Centre for Trade and Sustainable Development (ICTSD)

JOHN D. DANIELS
Professor of Management, University of Miami - School of Business Administration

JAIME EVALDO FENSTERSEIFER
Professor, Federal University of Rio Grande do Sul - School of Management

JAIME ALONSO GOMEZ
Distinguished Professor of International Strategy, Tec de Monterrey and University of San Diego

ROBERT T. GREEN
Shelby and Patricia Carter Professor Emeritus Of Global Business Marketing, University of Texas at Austin - Department of Marketing

ROBERT E. GROSSE
Director, Center for Global Business, Innovation, and Transformation, George Mason University

JANET KELLY
Director, Instituto de Estudios Superiores de Administración (IESA) - Public Policy Center (Deceased)

MASAAKI KOTABE
Washburn Chair of International Business and Marketing, Temple University - Department of Strategic Management

MARIA TEREZA LEME FLEURY
Dean, Fundação Getulio Vargas - Escola de Administração de Empresas de São Paulo (FGV-EAESP)

DONALD R. LESSARD
Epoch Foundation Professor of International Management, Massachusetts Institute of Technology (MIT) - Sloan School of Management

JORGE TALAVERA TRAVERSO
President, Universidad ESAN