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Market Segmentation Based on Consumers' Cognitive-Motivational Structures

100%
Kaciak E.
Konsumpcja i Rozwój
|
2011
|
issue 1
77-92
EN
The article is devoted to the subject matter of means-end chain-based approaches to market segmentation, which are critically viewed from the perspective of their ability to yield properly defined market segments. There are emphasised in it these approaches, grounded in the means-end chain (MEC) theory that was developed to better understand how consumers link attributes of products with particular consequences and how these consequences satisfy personal values. The author's whole deliberations confirm that the means-end chains are often seen as a representation of the basic drives that motivate consumer behaviour.
2
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The Impact of Export Dynamics on a Firm’s Growth

63%
Cieślik J., Kaciak E.
Management and Business Administration. Central Europe
|
2014
|
vol. 22
|
issue 3
18-38
EN
Purpose: This research aimed to identify the prevalence and particular characteristics of export-driven growth as opposed to those of the domestic market. It examined how the relative dynamics of export sales vs. domestic sales were affected by internationalization intensity (FSTS), age of the fi rm, early internationalization, size of the fi rm and industry technological level. Similarly, it examined the impact of sales growth and its direction (domestic vs. export-driven) on company performance. Methodology: The analysis was based on panel data from approximately 300 manufacturing fi rms in the Mazovia region of Poland that were engaged in sustained export operations during 2003 to 2010. Several hypotheses were tested regarding factors affecting the growth dynamics of regular exporters as well as their performance (productivity). Findings: This research proved that only a small percentage (less than 10%) of fi rms reached the status of regular exporter, although regular exporters engaged in international operations shortly after their foundation, They formed a distinct category of early internationalizing firms. For the management of young, ambitious ventures, achieving regularity in their initial export operations represented a major challenge. Implications: Regularity of international sales is crucial for export performance, both at the enterprise and country levels. This implies that export promotion efforts should concentrate on growth-oriented fi rms, specifi cally to assist them in reaching regular exporter status shortly after initiating sales outside the domestic market. Originality: The analysis of the internationalization process was expanded by adding the regularity dimension,which has been rarely addressed in the extant literature.
3
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Managerial Discretion and Constraints: A Bounded Leadership Model

63%
Kaciak E., Kozminski A. K.
Central European Management Journal
|
2019
|
vol. 27(2)
2-32
EN
Purpose: We propose and test a new leadership model. Our model is an extension of the leaderplex model which proposes that leader cognitive and social complexities are linked with leader effec tiveness indirectly, in a mediation scheme, through behavioral complexity. We enhance the leader plex model with a leader’s degree of managerial discretion as the moderator of the links in this mediation format. Methodology: We test our model with a moderated mediation approach (Baron-Kenny four-step procedure and Preacher-Hayes bootstrapping methods). Findings: We use results of interviews with top leaders in Poland and demonstrate that a leader’s managerial discretion is a moderator affecting the mediation scheme assumed in the leaderplex model. Limitations: The sample size is only 29 leaders. To preserve the respondents’ anonymity, their opinions were evaluated by only one researcher who interviewed them directly. The results may be country specific (Poland). Originality: We define new boundary conditions for the leaderplex model by showing importance of a leader’s real position (managerial discretion) in an organization. Specifically, we show that the nature of the relationships between the variables of interest will change when a leader operates in one physical environment (e.g., high managerial discretion) rather than another (e.g., low managerial discretion). null
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