1. Ktisis Cyprus University of Technology
  2. Cyprus University of Technology (Research Output)
  3. Άρθρα/Articles
Please use this identifier to cite or link to this item: https://hdl.handle.net/20.500.14279/23210
DC FieldValueLanguage
dc.contributor.authorFraser, Campbell-
dc.contributor.authorZarkada, Anna K.-
dc.date.accessioned2021-10-11T06:33:24Z-
dc.date.available2021-10-11T06:33:24Z-
dc.date.issued2000-07-
dc.identifier.citationInternational Journal of Retail & Distribution Management, 2000, vol. 28, no. 6, pp. 228-242en_US
dc.identifier.issn09590552-
dc.identifier.urihttps://hdl.handle.net/20.500.14279/23210-
dc.description.abstractA method for the development, validation and refinement of a performance measurement tool for retail store managers in Australia and Singapore is presented. This tool is based on a set of performance elements – measurable task-related activities and behaviours – that, when combined, define the performing manager. While organisations in both countries were found to concur on the 50 performance elements which should constitute the overall measurement tool, the importance attached to several of the elements differed significantly between the two countries. This difference is a significant determinant of the transferability of retail management skills between the two cultures and has wider implications for the internationalisation of the retail environment where management from different cultures are required to co-exist within a single retail organisation. © 2000, MCB UP Limiteden_US
dc.formatpdfen_US
dc.language.isoenen_US
dc.relation.ispartofInternational Journal of Retail and Distribution Managementen_US
dc.rights© MCB University Pressen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectAustraliaen_US
dc.subjectNational culturesen_US
dc.subjectPerformance measurementen_US
dc.subjectRetailingen_US
dc.subjectSingaporeen_US
dc.subjectStoresen_US
dc.titleMeasuring the performance of retail managers in Australia and Singaporeen_US
dc.typeArticleen_US
dc.collaborationGriffith Universityen_US
dc.collaborationQueensland University of Technologyen_US
dc.subject.categoryEconomics and Businessen_US
dc.journalsSubscriptionen_US
dc.countryAustraliaen_US
dc.subject.fieldSocial Sciencesen_US
dc.publicationPeer Revieweden_US
dc.identifier.doi10.1108/09590550010328409en_US
dc.identifier.scopus2-s2.0-84986106039-
dc.identifier.urlhttps://api.elsevier.com/content/abstract/scopus_id/84986106039-
dc.relation.issue6en_US
dc.relation.volume28en_US
cut.common.academicyear1999-2000en_US
dc.identifier.spage228en_US
dc.identifier.epage242en_US
item.fulltextNo Fulltext-
item.languageiso639-1en-
item.grantfulltextnone-
item.openairecristypehttp://purl.org/coar/resource_type/c_6501-
item.cerifentitytypePublications-
item.openairetypearticle-
crisitem.journal.journalissn0959-0552-
crisitem.journal.publisherEmerald-
crisitem.author.deptDepartment of Communication and Marketing-
crisitem.author.facultyFaculty of Communication and Media Studies-
crisitem.author.orcid0000-0002-9382-6412-
crisitem.author.parentorgFaculty of Communication and Media Studies-
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