Culture and Positioning as Determinants of Strategy

Ellson, Tony

doi:10.1057/9780230509818

Cited by 19 publications

(23 citation statements)

References 126 publications

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“…This is further complicated by corporate values, which by their nature are symbolic . The core values that are attributed to a firm's success (often filling the pages of MBA case studies) make up the very assumptions management work from (Ellson 2004) .…”

Section: Discussionmentioning

confidence: 99%

“…2000), where values can differ from what a firm assumes as normal in the West (Humphrey 2007) . Business culture influences assumptions of existing capabilities and competencies so that options are limited to those fitting previous successes (Ellson 2004) . If a new market's milieu does not match previous contexts, what was a competitive advantage can quickly be turned into a disadvantage .…”

Section: Introductionmentioning

confidence: 99%

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Strangers in Strange Lands: Hypermarkets and Chinese Consumer Culture Misalignment

Warden

Stanworth

Chen

et al. 2012

International Journal of Market Research

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Western retailers find alignment with consumers in Greater China challenging. Managers struggle to understand local retail values, especially where quantitative marketing research obfuscates meanings behind overly simplified constructs - lacking richness that is key to alignment. As researchers embedded in a distant indigenous culture, we use an interpretive research design, drawing on longitudinal data collected over a six-year period, to reveal multiple lenses of local realities, giving a perspective on international retailers' misalignment. The multimethod approach integrates ethnography, interviews, participant observations, videography and extended data in podcasts. We show how everyday products can be purely functional (global) at one time but embedded with symbolic meaning (local) at another, thereby confounding international retailers and researchers. Managers and researchers tend to reduce the legitimacy of meanings that differ from the values and beliefs of their existing (home/local) paradigm. We present a conceptual model that clarifies the marketing metaphor of ‘alignment’ for retailers targeting Far East Asian markets.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Strangers in Strange Lands: Hypermarkets and Chinese Consumer Culture Misalignment

Warden

Stanworth

Chen

et al. 2012

International Journal of Market Research

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“…Over the intervening years, normative settings on the cultural dimension of sustainability have emerged, paying diligently heed to socio-cultural indicators, to the effect that culture turned into strategically positioning determinant in terms of (Dessein et al, 2015, p. 29), a) supportive and self-promoting role (culture in sustainable development), b) framing, contextualising and mediating mode (culture for sustainable development), and c) foundational and structural framework as underlying dimension (culture as sustainable development) (Brocchi, 2016, pp. 49-50;Ellson, 2004;Gerner, 2013, 24 et seqq., 33, 154;Kagan & Kirchberg, 2016, p. 1489Pizzirani et al, 2014Pizzirani et al, , p. 1325Romeiro Filho, 2015, p. 4698;Steinkellner, 2016b, p. 4).…”

Section: ) Corporate Responsibility (Cr) Corporate Socialmentioning

confidence: 99%

“…Especially supply-chain and end-of-life processes have been identified promising to considerably intensify sustainability-oriented commitment. Both environmental and cultural aspects ought to be listed high on the corporate agenda in order to profit most from expected potentials; 3) There is need to institutionalize stakeholder dialoguing through providing professional stakeholder management that exceeds customerrelationship management; 4) There are cultural aspects to be painstakingly considered/prioritized, according to reports and strategic accounts of progressively shifting and/or extending marketing paradigms from business-tobusiness (b2b) to business-to-consumer (b2c) (Ellson, 2004;Keinert, 2008, 118; 124 et seqq. ); and 5) There is opportuneness by adopting sustainability conduct to review the value proposition, particularly in view of product portfolio (streamlining), market-specific management structures (regional autonomy) and strategic alignment (pioneering spirit/image).…”

Section: Sustainability Opportunitymentioning

confidence: 99%

Assessing and managing sustainability in international perspective: corporate sustainability across cultures – towards a strategic framework implementation approach

Gerner

2019

Int J Corporate Soc Responsibility

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Introduction: Sustainability constitutes an essential element in corporate contexts by now. Corporate sustainability may be addressed differently, either selectively or integrated. The holistic approach opted for primarily focuses on conveying aspects of corporate sustainability across different socio-cultural contexts. In doing so, the full quadruple scope of sustainability dimensions is considered cornerstone of a well-chosen case-study design. Such particular reference prototypically exemplifies business models in highly volatile commodity markets. Continuously longing for optimization and rationalization due to creativity and productivity gains, the company is predominantly challenged by changing customer needs resulting from digitization as mega trend of the twenty-first century. Case description: Alluding to the business of stationery and professional office supplies, this case study aims at advocating the systematic proceeding of how to strengthen corporate sustainability through both embracing existing and evolving culture-bound approaches of sustainability vis-à-vis a framework implementation strategy and related guidelines for implementation at operational level. The essential quest is how to convey aspects of corporate sustainability across different socio-cultural contexts? Aiming at contributing to some kind of framework implementation strategy this implies reflecting upon assessing the status quo of corporate sustainability-related strategic approaches, activities and initiatives, means and instruments (sustainability performance); identifying universal and culture-bound drivers (sustainability opportunity); and deducing operational guidelines towards stakeholder awareness, selected strategic options, projects and best practices (sustainability commitment). Given the theoretical background of corporate sustainability and related contexts, impetus for operationalizing is created by triple means of: ▪ Adopting an extended and generic life-cycle assessment (LCA) as core analytic framework and structuring element, corresponding with the value-chain-oriented approach of business segments, ▪ Applying the multi-method paradigm of methodological triangulation, including stakeholder observation, expert interviews and company resources, and ▪ Framing major characteristics as case study according to principles of qualitative content analysis.

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“…Such system visualizations as Sheth, Gardner, and Garrett's (1988) view that marketing should reflect the dynamic relationships between buyers and sellers influenced by external factors. Ellson (2004) provides a telling comment that reflects the importance of system dynamics thinking and interfunctional coordination for marketing:…”

Section: A System Dynamics Viewmentioning

confidence: 99%

Firm orientations, innovativeness, and business performance: Advancing a system dynamics view following a comment on Hult, Hurley, and Knight's 2004 study

Woodside

2005

Industrial Marketing Management

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Culture and Positioning as Determinants of Strategy

Cited by 19 publications

References 126 publications

Strangers in Strange Lands: Hypermarkets and Chinese Consumer Culture Misalignment

Strangers in Strange Lands: Hypermarkets and Chinese Consumer Culture Misalignment

Assessing and managing sustainability in international perspective: corporate sustainability across cultures – towards a strategic framework implementation approach

Firm orientations, innovativeness, and business performance: Advancing a system dynamics view following a comment on Hult, Hurley, and Knight's 2004 study

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