مشخصات مقاله | |
ترجمه عنوان مقاله | سرمقاله: چالش ها و فرصت ها برای بازاریان خدمات در یک بازار جهانی متنوع فرهنگی |
عنوان انگلیسی مقاله | Editorial: challenges and opportunities for services marketers in a culturally diverse global marketplace |
انتشار | مقاله سال ۲۰۱۸ |
تعداد صفحات مقاله انگلیسی | ۹ صفحه |
هزینه | دانلود مقاله انگلیسی رایگان میباشد. |
پایگاه داده | نشریه امرالد |
نوع نگارش مقاله |
مقاله مفهومی (Conceptual Paper) |
مقاله بیس | این مقاله بیس نمیباشد |
نمایه (index) | Scopus – Master journals – JCR |
نوع مقاله | ISI |
فرمت مقاله انگلیسی | |
ایمپکت فاکتور(IF) |
۲٫۹۴۷ در سال ۲۰۱۸ |
شاخص H_index | ۸۸ در سال ۲۰۱۹ |
شاخص SJR | ۱٫۰۲۱ در سال ۲۰۱۸ |
شناسه ISSN | ۰۸۸۷-۶۰۴۵ |
شاخص Quartile (چارک) | Q1 در سال ۲۰۱۸ |
مدل مفهومی | ندارد |
پرسشنامه | ندارد |
متغیر | ندارد |
رفرنس | دارد |
رشته های مرتبط | مدیریت |
گرایش های مرتبط | بازاریابی، مدیریت بازرگانی، مدیریت استراتژیک، مدیریت کسب و کار |
نوع ارائه مقاله |
ژورنال |
مجله | مجله بازاریابی خدمات – Journal of Services Marketing |
دانشگاه | Department of Marketing, Curtin University, Perth, Australia |
کلمات کلیدی | برخورد خدماتی، جهانی، تنوع فرهنگی، چند فرهنگی، بین فرهنگی |
کلمات کلیدی انگلیسی | Service encounter، Global، Cultural diversity، Multicultural، Intercultural |
شناسه دیجیتال – doi |
https://doi.org/10.1108/JSM-05-2018-0150 |
کد محصول | E12618 |
وضعیت ترجمه مقاله | ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید. |
دانلود رایگان مقاله | دانلود رایگان مقاله انگلیسی |
سفارش ترجمه این مقاله | سفارش ترجمه این مقاله |
فهرست مطالب مقاله: |
Abstract
Introduction Literature review Research gaps Special issue Discussion and future research directions References |
بخشی از متن مقاله: |
Abstract Purpose – The purpose of this special issue is to extend the growing research on the challenges and opportunities facing services marketers in an increasingly culturally diverse global marketplace. Design/methodology/approach – The nine papers included in this special issue use a variety of research methods (e.g. case study, experiments and surveys), participants (e.g. customers, employees and online panel members) and service settings (e.g. fast food, post office, weight loss, bank, home loan, personal fitness and offshore outsourcing). Introduction In the past few decades, globalization has led to an increase in international travel, tourism and immigration, which in turn are creating a culturally diverse and complex global marketplace by bringing together customers and employees from different cultural and ethnic backgrounds (Sharma et al., 2009, 2012, 2017). For example, there were more than 250 million international immigrants in the world by the end of 2017, which accounts for 3.4 per cent of the global population, representing an increase of 105 million since 1990 (United Nations, 2017). In addition, number of international tourists crossed 1.3 billion in 2017 and generated revenues of about $1.5tn, which represents about 10 per cent of global GDP, 7 per cent of global exports and 30 per cent of total services exports (UNWTO, 2018). After adding the number of people traveling overseas for education, employment and business for relatively shorter durations, it is quite likely that more than 2 billion people (about one-fourth of world population) are currently in a country different from the one they were born in. This huge figure highlights the growing cultural and ethnic diversity around the world today (Euromonitor International, 2015). Such a dramatic rise in the cultural and ethnic diversity offers new challenges and opportunities for services marketers because the culturally diverse customers and employees have significantly different expectations, perceptions and evaluations about service quality and its various dimensions (Etgar and Fuchs, 2011; Morales and Ladhari, 2011; Schoefer, 2010). While the increase in the number of such intercultural interactions offers additional business opportunities to both local and global services marketers, it also makes it difficult to design appropriate service offers to match the unique needs of culturally diverse customers and to deliver these through their service employees who may be used to a mono-cultural service environment (Sharma et al., 2014; Sharma and Zhan, 2015). |