Quality, value, satisfaction, trust, a

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Attempts to use a framework to find patterns in decision making are a third research stream (cf. Nutt 1993). Both reliability and generalizability improve when patterns emerge that have the same activity steps proposed in a framework and the step sequences fit a large number of cases. "However, imposing a framework has the disadvantage of creating the appearance of orderliness in what may be a chaotic process. Also, imposing a framework may result in losing important messages that do not fit the framework" (Nutt, 1993, p. 228). Nutt (1993; 2003) backs-up his view (with field data) that the advantage of systematic description of decisions and using a large case data base outweigh the disadvantages of matching to an overly neat set of steps and the possibility of lost information. This article describes an exploratory application of causal mapping to retailing entrepreneurial research. We begin by reviewing a few propositions unique to entrepreneurial strategy-making from insight and the available literature on entrepreneurial studies; the propositions serve as a framework for linking many of the decisions and events that occur in entrepreneurial behavior. Next, a brief review of causal mapping is provided; causal mapping may be used to summarize proposed, deductively developed, frameworks, as well as to inductively analyze entrepreneurial behavior. Third, a generic causal model of entrepreneurial start-up, growth, and failure is described. Fourth, a detailed field case study of the model is examined. Finally, implications are provided for research on entrepreneur strategy-making and for improving marketing decisions by leaders of new enterprises. 234
Propositions on Entrepreneurial Strategy-Making The four principal characteristics of the entrepreneurial mode of strategy making proposed by Mintzberg (1973) serve as propositions distinguishing this mode of strategy-making from others (e.g.. adaptive and planning modes). The following four propositions are based, in part, on Mintzberg's 1973 statements. (1) In the entrepreneurial mode, strategy-making is dominated by the active search for new opportunities; problems are secondary and receive less attention. (2) In the entrepreneurial organization, power is centralized in the hands of the chief executive who rules by fiat, not by committee or teams. (3) Strategy-making in the entrepreneurial mode is characterized by dramatic leaps forward in the face of uncertainty; the organization makes dramatic gains with high risk of failure. (4) Growth, not efficiency, is the dominant goal of the entrepreneurial organization; thus, the entrepreneur is focused on growth in sales volume, not cost control or profits. Stevenson, Roberts, and Grousbeck (1989) definition of entrepreneurship also may serve as a central proposition of entrepreneurial strategy-making: (5) the pursuit of opportunity without regard to resources currently controlled. An axiom of this proposition is that entrepreneurs search for specific opportunities, and the selection/formulation of new venture concept, to invest their energies into transforming into realities before searching for financial resources. Waiting to grow a nest-egg to invest and then searching for an investment opportunity is not representative of most entrepreneurial strategy-making. Results from Collins and Moore's (1970) study of 100 entrepreneurships suggest several additional propositions that distinguish entrepreneurial strategy making, for example, almost all successful entrepreneurs experience several failures before creating and implementing a successful enterprise. An axiom to this proposition is that several start-up 235
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Volume 2 Contents: A Global Examina
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A Global Examination Of Relationshi
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and to measure them simultaneously
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customers’ total consumption expe
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From product perceived quality towa
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cumulative, or a combination of the
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trust4 -.68 commit1 .59 commit2 .51
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we observed that the least correlat
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outside of the consumption experien
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REFERENCES Anderson Eugene W., Forn
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Holbrook Morris B. Consumer Value:
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APPENDIX 1. DESCRIPTION OF THE ITEM
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An Empirical Examination of Retail
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This paper is organized in the foll
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Human and cognitive effort has been
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Seiders, Berry, and Gresham (2000)
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The four dimensions of retail conve
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2000). In-store shoppers receive th
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process resulted in slightly differ
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examine the dimensionality of these
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Seiders, Berry, and Gresham’s (20
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used, and the respondents were all
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Enis BM, Roering KJ. Product classi
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Table 1 Dimensions of Convenience G
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Table 3 Retail Convenience Scale Re
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Table 5 Correlations, Means, and St
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Error! Figure 1 Retail Convenience
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and Novak, 1996; Hammond, McWilliam
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and Hirschman, 1982, p 132). These
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interpretations of, all factors par
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the hedonic aspects of the online s
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satisfaction (Oliver, 1980; Westbro
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H6). It involves performing a multi
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Differences between the “shopping
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(Hypothesis 5) and online shopping
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demonstrates the importance of meas
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Dabholkar, Pratibha A. Incorporatin
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Mano Haim Elliott Michael T. Smart
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Zeithaml V., Parasuraman A. Malhotr
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1. Introduction Like inseparability
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specific attributes. Dealing with p
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2.2. Perceived Difficulty of Evalua
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and mentally intangible a product/s
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2.4.1. Knowledge and Intangibility
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category, we included both generic
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goods exhibit higher levels of phys
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5.1. Intangibility: Brand and Gener
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greater involvement with the purcha
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with generality, may also affect co
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Berry LL, Clark T. Four ways to mak
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Laroche M, Bergeron J, Goutaland C.
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Questionnair es Questionnaire 1 Que
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Table 3 Results of factor analysis
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Table 4 Summary of results 108
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Table 5 Stepwise multiple regressio
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Table 8 Stepwise multiple regressio
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114
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Intangibility Physical intangibilit
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net income of 94% and 119%, respect
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this, it is not surprising that eBa
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frequently referred to as feedback
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An auction participants’ feedback
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The objective of study one was to i
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excerpts that were selected and fus
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Consumers believed that sellers wit
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negative feedback could be me,” a
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idder should read the praises too b
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first study focused on one class of
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Rothkopf, Joydeep Srivastava, Rami
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Industrial Economics. 50:3. 337-349
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http://www.laxshopper.com/index.htm
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144
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Firstly, the consumer is supposed t
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For the psycho-sociology of environ
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To analyse appropriation strategies
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The second strategy is the most ela
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From the appropriation perspective
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To test these hypotheses we selecte
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Glace Glace Chart 4. Spatial config
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Chart 5b. Spatial configuration of
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No differences between the three di
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appropriation strategies adopted by
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A matrix of space management can th
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Holbrook M.B. (1999), Introduction
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Asymmetric Quality Tier Competition
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Wisniewski (1989) proposed a theory
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alternatives prior to the choice de
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decrease in tradeoff when L reduces
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As Bronnenberg and Wathieu (1996) u
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Those conceptually based utility fu
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ecent existing research (Sivakumar
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Page 186 and 187: REFERENCES Allenby GM. A unified ap
Page 188 and 189: Table 1. Estimation Results _______
Page 190 and 191: Q U A L I T a H H’ x b PRICE 190
Page 192 and 193: MODELING THE IMPACT OF INTERNET ATM
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Page 198 and 199: H2: When consumers surf the Web, th
Page 200 and 201: significantly explain attitude towa
Page 202 and 203: Involvement toward an ad based on v
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Page 206 and 207: 3.2.2.2. Involvement The final comp
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Page 210 and 211: 6. Test of Hypotheses [Insert table
Page 212 and 213: Cacioppo, Schumann, 1983; Petty and
Page 214 and 215: Pelsmacker et al, 1998). ATTI is li
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Page 218 and 219: Cho, C.H.: How Advertising Works on
Page 220 and 221: Liu, C. and Arnett, K.P. Exploring
Page 222 and 223: Rose, G., Khoo, H. and Straub, D.W.
Page 224 and 225: Table 1: Results of Confirmatory Fa
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Page 232 and 233: MAPPING RETAILING ENTREPRENEUR DECI
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Page 268 and 269: should seek to establish a similar
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Page 272 and 273: Dunn DT, Thomas CA, Lubawski JL. Pi
Page 274 and 275: Table 1 Dimensions of Convenience G
Page 276 and 277: Table 3 Retail Convenience Scale Re
Page 278 and 279: Table 5 Correlations, Means, and St
Page 280 and 281: Error! Figure 1 Retail Convenience
Page 282 and 283: Customer-to-customer interaction is
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Second, we need to find out the opt
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esponse to the behavior of other cu
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ewards (Swinyard 1993). A customer
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Values may be defined as beliefs th
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find out the optimal combination of
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Taguchi recommends the use of signa
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epresent higher tolerance of incomp
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estaurant where they can escape inc
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Three significant interaction terms
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McGrath, Mary Ann, Otnes, Cele, (19
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Table…2 Tests of Between-Subjects
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Figure…2 (a) Combination of L4 Ta
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