scholarly journals When in Rome, Look Like Caesar? Investigating the Link between Demand-side Cultural Power Distance and CEO Power

2016 ◽  
Vol 59 (4) ◽  
pp. 1361-1384 ◽  
Author(s):  
Ryan Krause ◽  
Igor Filatotchev ◽  
Garry D. Bruton
Keyword(s):  
Power Distance ◽  
Demand Side ◽  
Ceo Power ◽  
Cultural Power

An Investigation of Cross-Cultural Power Distance and Quality Focus

2005 ◽  
Author(s):  
Christine L. Stanek ◽  
Lisa M. Perez ◽  
Scott M. Brooks ◽  
Jack W. Wiley
Keyword(s):  
Power Distance ◽  
Cross Cultural ◽  
Cultural Power

The Effects of Culture and Socioeconomics on the Performance of Global Brand Image Strategies

1995 ◽  
Vol 32 (2) ◽  
pp. 163-175 ◽  
Author(s):  
Martin S. Roth
Keyword(s):  
Brand Image ◽  
Power Distance ◽  
Product Performance ◽  
Global Markets ◽  
Foreign Markets ◽  
Global Brand ◽  
Functional Problem ◽  
Cultural Power ◽  
Performance Results ◽  
Image Performance

Developing and managing brand image is an important part of a firm's marketing program. However, little research has been done (1) on linking the use of brand image strategies to product performance or (2) on managing brand images in global markets. The author examines the brand image-performance linkage for consumer goods in two categories marketed internationally. He also develops a conceptual framework that identifies various cultural and socioeconomic environmental characteristics of foreign markets that are hypothesized to affect brand image performance. Results from a 10 country/60 region study indicate that cultural power distance, cultural individualism, and regional socioeconomics affect the performance of functional (problem prevention and solving), social (group membership and symbolic), and sensory (novelty, variety, and sensory gratification) brand image strategies. The author then discusses the implications for managers marketing brands internationally and the directions for further research.

Power Values and Power Distance Moderate the Relationship Between Workplace Supervisory Power and Job Satisfaction

2020 ◽  
Vol 19 (3) ◽  
pp. 135-141
Author(s):  
Kenneth D. Locke
Keyword(s):  
Job Satisfaction ◽  
Multilevel Modeling ◽  
Power Distance ◽  
European Social Survey ◽  
Social Survey ◽  
The Relationship ◽  
Workplace Power ◽  
Over Time

Abstract. Person–job (or needs–supplies) discrepancy/fit theories posit that job satisfaction depends on work supplying what employees want and thus expect associations between having supervisory power and job satisfaction to be more positive in individuals who value power and in societies that endorse power values and power distance (e.g., respecting/obeying superiors). Using multilevel modeling on 30,683 European Social Survey respondents from 31 countries revealed that overseeing supervisees was positively associated with job satisfaction, and as hypothesized, this association was stronger among individuals with stronger power values and in nations with greater levels of power values or power distance. The results suggest that workplace power can have a meaningful impact on job satisfaction, especially over time in individuals or societies that esteem power.

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