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|Title:||Antecedents and consequents of brand managers' role||Authors:||Poulis, Athanasios
Panigyrakis, George G.
Panopoulos, Anastasios Panos
|Keywords:||Brand management;Comparative method;Cross-cultural research||Category:||Media and Communications||Field:||Social Sciences||Issue Date:||6-Nov-2013||Source:||Marketing Intelligence and Planning, Volume 31, Issue 6, 2013, Pages 654-673||Journal:||Marketing Intelligence and Planning||Abstract:||Purpose: The purpose of this paper is twofold. First, the paper seeks to identify whether the role of product manager in UK and in France differs and second, the paper models the relationship between brand managers' role, role stressors, job satisfaction, job commitment and propensity to leave, in the aforementioned countries. Design/methodology/approach: To test the hypothesized associations an e-mail survey was conducted among UK and France firms. Sample sectors included cosmetics and toiletries, household care products, packaged food, drink/beverages and tobacco. These industries represent a significant volume of UK and France FMCG trade. Findings: The results reveal the existence of a same pattern in the brand managers' role but also reveal some differences in the variables that affect the brand managers' intention to leave the corporation. Research limitations/implications: The examination of the proposed model takes place only in UK and France. Conclusions should not be made for the role of the brand manager in general. The study must take place in other countries in order to make some more indulging conclusions. A more fruitful approach would be to gather data and from other sectors. Practical implications: Carefully planned job descriptions which comply with the moral values and strategic plans of the firm, reduces the propensity of their employees to leave and increases commitment and satisfaction. Originality/value: No prior research has been undertaken in order to demonstrate how the role of the brand mangers affects their commitment, satisfaction and finally their propensity to leave the firm. © Emerald Group Publishing Limited.||ISSN:||0263-4503||DOI:||10.1108/MIP-05-2012-0041||Rights:||© 2019 Emerald Publishing Limited||Type:||Article|
|Appears in Collections:||Άρθρα/Articles|
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