Journal of International Marketing

This study develops and tests a conceptual framework relating internationalization and after-sales service (AS) in international marketing activities. Specifically, the study tests the relationship between internationalization, importance of AS accompanying durable export products, and actual AS offerings in foreign markets. Level of foreign market competition, relative product quality, and marketer power in the foreign distribution channel were investigated as moderators in the relationship between AS importance and services actually offered in the foreign market. Research results generally support the hypotheses, suggesting that as firms internationalize, they come to understand the role of AS in international activities. However, there are factors that facilitate and/or inhibit the marketer's actual offering of these services.

The need to be sensitive to foreign cultures is often stated axiomatically in the international marketing management literature despite little empirical research on its nature and consequences. To partially fill this void, this field investigation addresses empirically the question of the effects of sensitivity to national business culture on communication, conflict, and performance in cross-national channel relationships. Data collected from 142 U.S. manufacturers, 104 Mexican manufacturers, and 96 Mexican distributors reveal that the sensitivity axiom can be supported empirically. Specifically, partner sensitivity to national business culture is shown to increase communication and decrease conflict, both of which in turn influence relationship performance. Implications for cross-national channel relationships are discussed.

In drawing attention to certain important gaps in the export marketing literature, this paper reports on a systematic study of critical factors for export success of small and medium-sized manufacturing firms in Canada. In this ethnocentric context, an attempt is made to investigate the presence of potentially significant differences in perceptions of key export success factors based upon export development, firm size, and product type. The study results point to the importance of the level of export development, product type and, to a lesser extent, company size in influencing exporter perceptions of factors contributing to export success. The implications of the findings for business practitioners and public policy makers are discussed, and avenues for future research outlined along with the limitations of the study.

Russia's business leaders and employees find themselves in a new environment of competition, efficiency, and innovation, without the training and skills to adjust to these new realities. A field study investigated the business education needs in Russia. Four focus group sessions were conducted and interviews were held with 68 individuals.

Distinct attitudes held by Russians toward business learning were national pride, anger with the seeming disrespect of outsiders for indigenous accomplishments, and a fear of the unknown, coupled with suspicion toward new practices. There was concern about the lack of relevance of the education offered, and about the linkage between knowledge, learning, and actual change, and the longevity of such change.

A rank order of business education priorities identified issues requiring learning and areas in need of behavioral change. Marketing, strategic planning, international business, and business law were the four key learning issues while problem solving, decision making, customer orientation, team building and communications abilities were rated highest in terms of the need for behavioral change.

Overall, many similarities between Russian and Western managers were found. However, Russian managers approach problems in a different fashion, need to be taught in different ways, and have different expectations of learning content. In order to be accepted and useful, business education efforts must consider the specifics of the Russian situation and focus both on the teaching of knowledge and skills as well as on the change of attitudes and behavior.

Drawing both on the literature as well as field research on companies operating in transitional economies, this article describes the ways in which marketing environments in transitional economies are typically different from those in more developed countries, as well as recent trends in these environments. Managerial implications concerning appropriate marketing strategies and tactics are then drawn, both for multinationals operating in transitional economy markets as well as local companies.