Decision-making in international marketing: past, present and future
本特刊汇集了五篇实证研究，从多理论、多情境和多方法视角探讨国际营销决策的内容与过程，旨在推动该领域研究走向成熟。
Purpose This special issue seeks to create an interdisciplinary community of researchers applying decision-making theory to the international marketing context. The articles published in this special issue contain cutting-edge conceptual and empirical studies that enhance existing knowledge on international marketing decision-making. Design/methodology/approach Thirty-six (36) manuscripts were submitted to the editorial office focusing on a broad range of international marketing decision-making. Following a thorough review process, a collection of five original empirical studies on different facets of international marketing decision-making from multiple theoretical, contextual and methodological perspectives are included in this Special Issue. Findings Overall, the combined evidence presented in this Special Issue shows that the general field of international marketing decision-making is starting to mature. Evidence from the contributors to this Special Issue shows that researchers have taken inspiration from both the past and the present when designing and crafting their research and, by doing so, they have collectively contributed to new knowledge in terms of international marketing decision-making principles, decision-maker personality traits, the consequences of international marketing decisions and cross-cultural differences with regards to decision-making influences and behavior. Originality/value With few exceptions, not much is known about how international marketing decisions are made. Yet, the way international marketing decisions are made is critical for international marketing success. This sphere of international marketing decision-making research, while relatively anemic, is typically underpinned by behavioral economic theories of decision-making, such that a duality in decision-making processes is identified. Nevertheless, international marketing and management studies are dominated by the planning paradigm, while in practice, managers often see the attempt to deviate from planning as irresponsible and dangerous. The articles included in this special issue have addressed major unanswered questions regarding the content and processes of international marketing decision-making.