This book focuses on the development and cross-cultural testing of a construct of reputation rooted in resource-based theories. No study has ever asked organizational customers to rate the importance of a suppliers positive reputation on their buying decision. The results of the survey contribute substantially to our understanding of reputation measuring and managing. This book is the first to highlight the cross-link between reputation, reputation transfer and culture, and argues that to develop one cross-culturally valid construct of reputation, which can be used in both B-to-B and B-to-C contexts is neither useful nor appropriate.

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