𝔖 Bobbio Scriptorium
✦   LIBER   ✦

Role of product entry and exit on the attraction effect

✍ Scribed by K. Sivakumar; Joseph Cherian


Publisher
Springer US
Year
1995
Tongue
English
Weight
439 KB
Volume
6
Category
Article
ISSN
0923-0645

No coin nor oath required. For personal study only.


📜 SIMILAR VOLUMES


The role of productive efficiency on ent
✍ Kostas Tsekouras; Dimitris Skuras; Irene Daskalopoulou 📂 Article 📅 2008 🏛 John Wiley and Sons 🌐 English ⚖ 217 KB

## Abstract The present study formulates and empirically tests the hypothesis that the post‐entry performance and growth of new firms is affected by the way in which crucial resources are combined during the decision‐making process to enter the industry or not. Further, the study empirically tests

The impact of modes of entry and resourc
✍ Sea Jin Chang; Harbir Singh 📂 Article 📅 1999 🏛 John Wiley and Sons 🌐 English ⚖ 107 KB 👁 2 views

This study examines the choices of modes of entry and exit in the process of new business exploration. We find that exit mode choices are determined by a different set of factors from those that are important for the entry mode decision and the exit decision per se. Our study indicates that when the

Beauty as a tool: The effect of model at
✍ Debra Trampe; Diederik A. Stapel; Frans W. Siero; Henriëtte Mulder 📂 Article 📅 2010 🏛 John Wiley and Sons 🌐 English ⚖ 128 KB

Although it seems intuitively appealing that physically attractive models constitute useful advertising tools, the existing literature on the topic has yielded inconsistent findings with regard to the conditions under which physically attractive models affect product attitudes favorably. The current

The effect of formal mentoring program c
✍ Michael Horvath; Laurie E. Wasko; Jessica L. Bradley 📂 Article 📅 2008 🏛 John Wiley and Sons 🌐 English ⚖ 177 KB 👁 1 views

## Abstract Although the extant mentoring literature describes the post‐hire benefits of mentoring programs, less is known about how mentoring programs affect pre‐hire perceptions of organizations—perceptions that may have subsequent implications for the success of mentoring programs and other HRD