JBRMR 2056-6271 https://doi.org/10.24052/JBRMR/ 15 Volume 07 Issue 2 2013-04-01 https://www.staging.ijbed.org/cdn/issue_file/Vol-07_Issue-2.pdf

120 https://www.staging.ijbed.org/details&cid=120 2013-06-23 The WTO new international trade order, (1995) built over a period of five decades through meticulous and extended negotiations, based on the principle of extended equal global trade opportunities, appears to have bread a new retail trade and marketing order. It’s an age of growth, trade and high consumption, giving rise to a new retail marketing systems and product innovations, improvements etc. which are addressed to the world with reference to the economy of India. Ahmed, Gouher (2011), “Bottom of Pyramid Business Strategy: India and UAE Cases” Proceedings of the IJAS International Conference. Harvard University, Cambridge, Massachusetts, USA May 30-June 2. Ahmed, Gouher (2012a), “Krugman Trade Theory & Developing Economies”, China-USA Business Review, Vol. 11, No. 12, pp.1557-1564, December. Ahmed, Gouher(2012c). “The New Regulatory Concerns and Regulatory Management”. China- USA Business Review Vol. 11, No. 9, p. 1205-1212, September.  Ahmed, Gouher (2013), “Poverty & Foreign Trade” Sahulat-A Journal of Interest Free Microfinance, forthcoming, Issue 2, January.  Ahmed, Gouher. (2008), “India’s New Growth Rate” Inaugural Keynote Address, International Conference on Opportunities and Challenges in the Global Business, International Institute of Foreign Trade & Research, India. August 7-8. Ahmed, Gouher. (2009) “India’s New Growth Rate” Indian Development Review: an International Journal of Development Economics, Volume 7, No.: 1-2, p. 159. December. Ahmed, Gouher. (2012b), “Bottom of Pyramid Theory in Indian Context” 4th International Research Symposium on Doing Well by Doing Good: New Perspectives on CSR, Sustainability, and Inclusive Capitalism, SGBED & Indian Institute of Management, Bangalore. July 9-11.  Berman, Barry and Evans, Joel R. (2010), Retail Management-A Strategic Approach, Prentice Hall, USA.  p.4 Cateoria, Philip. R. and Graham, John L. (2007), International Marketing, McGraw Hill, USA, p. 48. Choi, Jung Min & John W. Murphy (2009), Globalization and Prospects for Critical Reflection, Aakar Books, New Delhi. Doordarshan (2011), Tribes of Andaman Nicobar Islands-A Fil, on the National TV Channel, 4 September, 11 Night. EICC - Europe & India Chamber of Commerce (2012), Retail Sector to touch 670 $ billion in 2016, News Letter, Issue 55, Vol. 5, September. Ettenson, Richard ,Conrado, Eduardo & Knowles, Jonathan (2013), “Rethinking the 4P’s” Harvard Business Review , January-February. P.26 Hansen, Morten T, Ibarra, Herminia&Peyer, Urs (2013), “100 Best Performing CEOs in the World”, Harvard Business Review, January-February, p.81. Hoyer, D. Wayne  &Maclnnis, Deborah J. (2010), Consumer Behavior, South –Western U.K. p.41. Keegan, Warren J. and Green, Mark C. (2011), Global Marketing, Prentice Hall, USA. p.113 Kruger, Anne (1998), The WTO as an International Organization, Oxford University  Press, New Delhi. Kuznets, Simon (1979), Modern Economic Growth, Oxford University Press, New Delhi. McDaniel,& Gates (2010), Marketing Research, John Wiley & Sons, Inc. p. 5 Morris, Mala (2008), “Retailing the Indian Challenge”, Retail Digest (spring), pp. 46-51. Paul, Justin (2008), Business Environment-Text and Cases, McGraw-Hill, New Delhi. Prebisch, Kaul (1964), Towards a New Trade Policy for Development, UNO, NY. Rostow, W.W (1962), Stages of Economic Growth, Cambridge University Press, London. Sameeksha Trust (2009), Global Economic & Financial Crisis, Orient Blackswan, ND.  Smith, Adam (1776), The Wealth of Nations, Reprint, Random House, 1935, NY.(Reprint) Special Correspondent (2011), Global uncertainties presents new economic opportunities: Pranab, The Hindu, 30 August, p.17. Stiglitz, Joseph F. (2002), Globalization and its Discontents, Penguin Books, New Delhi. Sullivan, Malcom and Adcock, Dennis (2002), Retail Marketing, Thompson, London. p.7 Times of India (2011), 28 May. Varman, Rahul (2011), “Another World is Possible?”,Economic & Political Weekly, Vol. XLI, No. 31, pp. 41.4. Wessel, Maxwell & Christensen,  Clayton, M. (2012) “Surviving Disruption” , Harvard Business Review, December pp. 56-64, p. 61. https://doi.org/10.24052/JBRMR/120 https://www.staging.ijbed.org/cdn/article_file/i-15_c-120.pdf Gouher Ahmed Global Trade Order Retail Trade & Marketing Celebrity Marketing Consumer Durables 526949 14 0

121 https://www.staging.ijbed.org/details&cid=121 2013-06-23 The purpose of this paper is to explore the relationship among leadership behaviour, organisational culture, job satisfaction, organisational commitment and turnover intentions through a case analysis on one of the biggest Egyptian company. A structured questionnaire was developed. The hypotheses were simultaneously tested on a sample of 455 employees out of 700 distributed, giving a response rate of 65 per cent. Several analytical techniques were used to assess the relationships among the variables under investigation such as Pearson correlation, chi-square, and multiple linear regressions. The findings of this study have shown significant relationships among the variables under investigation. It is imperative to better understand how one of the biggest Egyptian companies can effectively and efficiently manage a skilled workforce within the Egyptian context. The research was limited to one of the biggest Egyptian companies in Egypt. Also the use of cross-sectional design restricts inferences being drawn regarding casualty. Despite the significant academic interest in leadership behaviour and organisational culture, this study contributes in adding to the body of the Egyptian culture knowledge. Also, to the best of the authors’ knowledge there is no study published that explores the influence of leadership behaviour and organisational culture on staff job satisfaction, commitment and turnover intention within the Egyptian context. Alniacik, U.; Cigerim, E.; Akein, K.; Bayram, O., (2011), “Independent and joint effects of perceived corporate reputation, affective commitment and job satisfaction on turnover intentions”, Procedia - Social and Behavioral Sciences, Vol. 24, pp. 1177-1189. Armutlulu, I. H.; and Noyan, F. (2011), “A multilevel of organizational commitment”, Procedia - Social and Behavioral Sciences, Vol.30, pp.2139-2143. 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122 https://www.staging.ijbed.org/details&cid=122 2013-06-23 Private label brands are undoubtedly risingly in prominence and becoming serious competitors to national brands in the retail sector. This study examiners the effect of key demographics (namely age, gender, income and racial group) on the relationship between perceived risk and purchase intention of consumers to buy these brands. As sample of 325 consumers was generated and the dataset analysed using Analysis of Variance and Partial Least Squares modeling. The findings suggest subtle differences across the demographic groupings. The two most prominent forms of perceived risk – functional and time risk – were magnified in the 26 to 45 age group, suggesting that additional efforts need to be placed to reassure working-age consumers of the authenticity of these brands. Additionally, although social risk was not identified as a specific threat, this form of risk was most likely to surface in the 26 to 35 age group. 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Journal of Product & Brand Management, 16(2), 112-121. https://doi.org/10.24052/JBRMR/122 https://www.staging.ijbed.org/cdn/article_file/i-15_c-122.pdf Justin Beneke Private label Perceived risk Purchase intention Demographic ANOVA PLS 522353 41 0

123 https://www.staging.ijbed.org/details&cid=123 2013-06-23 The purpose of this study is to know the mediation role of customer satisfaction in the causal relationship between 9 antecedents of customer satisfaction and customer loyalty in the Indonesian online store context. Based on the model from Liu et al. (2008), the antecedents of online store customer satisfaction are information quality, security (privacy), payment system, delivery, customer service, transaction ability, response, web design, and product variation. Based on survey held in Indonesia during January until March 2012, the study analyzed hypotheses by path analysis method. The result shows that the influences of information quality, security (privacy), payment system, delivery, and customer service toward customer loyalty are significantly mediated by customer satisfaction. Two other antecedents that are transaction ability and response have no significant effect to both customer satisfaction and customer loyalty. 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124 https://www.staging.ijbed.org/details&cid=124 2013-06-23 Foreign direct investment in multi brand retail in India got the approval of the Loksabha, (Parliament of India) on December 5, 2012 and in the Rajyasabha (upper house of the Indian Parliament) on December 7,2012,with the opposition motion seeking against FDI immediate withdrawal of the decision getting rejected. In any industry new entrants bring in new capacity, the desire to gain market share and substantial resources. Barriers to entry deter new competitors from entering the market and creating more competition for established firms. The key barrier to entry is the one faced by global retailers is FDI in Indian retail market. A recent study by CII & BCG(Confederation of Indian Industry and Boston Consulting Group) estimated the size of organized retail was 28billion US dollars in 2010 to be of 6% to 7% of the total retail market in India. The study predicted that the size of total retail sector would grow to 1.25trillion US dollars by 2020 ( knowledge @ Wharton) This research paper aims to present the challenges faced by the stake holders in the Indian retail sector to FDI in multi brand retail. Alexander, Nicholas, “International retailing” Oxford University Press, 2009,      New York, P 43 Anupam Bhargava Professor, “FDI in Retail? Say big No” The Hindu    Open page, December 2, 2012 Arunkumar, “Reading the future in Mexico’s malls” The Hindu, December 8,2012 Asokdasgupta, “It takes courage and some risks” The Hindu, September 16, 2012 Binoy, Prabhkar, “30% Local Rule =100% Trouble for Retail FDI” The Economic Times Magazine, September 30 - October 6, 2012 Business Line, “Retail FDI back in the Limelight” September 16, 2012 CII/BCG – Confederation of Indian Industries and Bostan Consulting Group. Knowledge @wharton viewed on 29 November 2012 Devanathan “Retail FDI: Anxiety grips traders” Times of India,  December 7, 2012 Dawson. J (1994) “The Internationalization of Retailing Operations” Journal of Marketing Management, 10:267-82 Faizur Rehman:  “It may end up as Foreign Direct Interference”, The Hindu open Page, December 11, 2011 Global Jurix:  Foreign direct Investment in Retail.         www.globaljurix.com/foreign-direct-investment-retail -fdi.php  viewed on  December 6, 2012. IMF – OECD  Glossary of FDI terms and definitions “Retailing management text and Kacker. M, (1985) Transatlandic Trends in retailing, Westport, CT:    Quorum. Kearney, “ Growth opportunities for global Retailers, the A.T. Kearney Global retail Development India” Shajahan. S, “Applied case studies in marketing” Primus Books 2011 Delhi. Knickerbocker. E, (1973) Oligopolistic Reaction and the Multinational Enterprise,Boston, Ma: Division of Research Harvard Business School. Knowledge@ wharton viewed     on 29 November 2012 Malobikar, Richard Cuthberston “ A Tiger by the Retail” Times of India,     December 2, 2011 Malini goyal, “global retails big 10 & our shopping future”, The Economic TimesMagazine September 23-29, 2012 OECD, Organiation for Economic & Co-Operative Development 1996, Bench Mark of FDI, 3rd edition, Paris, www.oecd.org Open page, “The Hindu”, December 11, 2011 Rajesh Shukla, “Think retail FDI, Think Rational” The Economic Times,  December12, 2011 Surojit Gupta, The Times of India, the crest selection, December 3, 2011 Technopak, “Emerging landscape in retail estate and way forward”, presentation by Harminder Sahni, Technopak, at India shopping forum 2008,  http://www.indiaretailing.com/harminder-sahni-ISCF.pdf accessed December 8, 2012 The Hindu, “Back to FDI in Retail”,, June 23, 2012 The Hindu, “Small retail will grow at 13.P.C. despite FDI” November 27, 2011 The Times of India, “A thought for Today” November 25, 2011 The Times of India “Chain Reaction” Times crest selection Times News Network December 3, 2011 The Times of India, July 17, 2011 “Do not meddle in India’s Internal affairs, Obama told” Whitehead.M (1992)”Internationalization of retailing: Developing New perspective” European Journal of Marketing, 26/8-9: 74-9   https://doi.org/10.24052/JBRMR/124 https://www.staging.ijbed.org/cdn/article_file/i-15_c-124.pdf N. Jamaluddin Kirana stores Paanwala Local bania Bharti-wallmart FDI Loksabha Rajyasabha 523189 11 0

125 https://www.staging.ijbed.org/details&cid=125 2013-06-23 The purpose of the study was to examine the relationship between entrepreneurial competencies, Psychological capital, Working capital management and perceived market share. This study was focused on Dar es Salaam region. It attempts to explore the relationship between entrepreneurial competencies, psychological capital, working capital management and perceived market share of SME’s. A sample of 384 SME’s was selected using cross sectional, qualitative and quantitative survey design was undertaken. The research findings of the correlation coefficient of the total sample of (384) revealed that there is a positive relationship between entrepreneurial competencies and perceived market share, Negative relationship between psychological capital and perceived market share, negative relationship between working capital and perceived market share. Entrepreneurial competencies and perceived market share however results from the regression analysis revealed that only entrepreneurial competencies was the only significant predictor of perceived market share. Using this finding, SME are recommended to ensure that entrepreneurial competencies is developed since this finding has revealed that the presence of entrepreneurial competencies in SME’s will predict perceived Market Share. Adams, G. & Hall, G. (1993). Influences on Growth of SMEs: An International Comparison. Entrepreneurship and Regional Development, 5, 73–84. Adams,V.H., Snyder, C.R., Rand, K.L., King, E.A., Sigman, D.R., & Pulvers, K.M. (2002).  Hope in the workplace, In Gicolone R, Jurkiewing C (Eds), Workplace spirituality And organization performance, Newyork, Sharpe. 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126 https://www.staging.ijbed.org/details&cid=126 2013-06-23 This paper discuss business continuity planning (BCP) in City of Jeddah with emphasis on risk sources, causes, and mitigation measures to prevent or reduce monetary losses and improve business competency. During the last two years the city witnessed two floods which caused large human and monetary losses which emphasized the need for having business continuity plans (BCPs) that are based on realistic business impact analysis. It is found that several risk sources are of importance which need to be considered: Commercial and legal relationships, economic circumstances, human behavior, natural and human caused disasters, government activities, technology and management. There is a lack of awareness of business risks in our sample and there is a need to consider future plans and strategies to prevent and reduce business’ losses through building business’ resilience culture. Clas, E. (2008) ‘Business continuity plans key to being prepared for disaster’. J. Am. Soc. Safe.     Eng.     http://www.asse.org/professionalsafety/indexes/2008.php Cataldo, A. (1995) ‘ Japan industry weighing Kobe earthquake impact: Infrastructure damage     may pose problem’. CBS Interactive Inc.  http://findarticles.com/p/articles/mi_m0EKF/is_n2 049_v41/ai_16811994/ Clas, E., 2008. Business continuity  Erlanger, L. (2006) ‘ In case of emergency activate business continuity plan’. InfoWorld Inc.     http://www.infoworld.com/t/business/in-caseemergency-activate-business-continuity-plan-774 Herban, B., D. Elliot and E.M. Swartz (2004) ‘Business continuity management: Time for strategic role’. Long Range Planning, 37: 435-457.  Mitroff, I.I., C. Pearson and T.C. Puchant (1992) ‘ Crisis management and strategic management: Similarities, differences and challenges’. Adv. Strat. Manage., 8: 235-    260.  Momani, Naill and Ayman S. Fadil (2010) ‘Changing Public Policy Due to Saudi City of Jeddah Flood     Disaster’.  Journal of Social Sciences, 6 (3): 424-428 Momani, Naill (2010) ‘Business Continuity Planning: Are We Prepared for Future Disasters’. American Journal of Economics and Business Administration, 2 (3): 272-279 Claire Lee Reiss, J.D., ARM (2001) ’Public Entity Risk Institute’ (www.riskinstitute.org)   Jeddah Flood Resulted in more than 5 Billion of Replacement Cost, http://www.aleqt.com/2011/02/05/article_500294.html Jeddah: 50% loss of tourism .. And 100 million for urgent asphalt in the streets affected, http://www.aleqt.com/2011/02/08/article_501623.html $ 4.5 billion loss Jeddah Flood .. The insurance covers 75% of which.  http://www.alarabiya.net/articles/2011/02/02/135959.html Runyan, R.C. and P. Huddleston (2009) ‘ Small business recovery from a natural disaster: Lessons from Katrina’. Law and Recovery from Disaster: Hurricane Katrina, Malloy, R.P. (Ed.). Ashgate, Burlington, VT., ISBN: 10: 0754675009, pp: 127-140. Swartz, N. (2003) ‘Few organizations have effective continuity plans’. Information Management Journal , 37: 1-7 Walker, A. (2006) ‘Business continuity and outsourcing moves to take out the risk’. Network Security, 15-17. DOI: 10.1016/S1353-4858(06)70388-9 https://doi.org/10.24052/JBRMR/126 https://www.staging.ijbed.org/cdn/article_file/i-15_c-126.pdf Naill M. Momani Ayman S. Fadil Business Continuity risk management in Jeddah Jeddah business continuity 536351 9 0

127 https://www.staging.ijbed.org/details&cid=127 2013-06-23 The potential of the Polish research and development (R&D) sector is substantial, mainly due to highly-developed specialist personnel. It is expected than in several years there will be an increased interest in opening R&D centres, similar to the ones which happened in the BPO sector. It is hard not to mention the necessity for commercialising research results and the cooperation of the entire sector with entrepreneurs. The largest companies in the world have already started opening R&D centres in Poland, benefitting from the first mover advantage, taking advantage of the availability of the best personnel and cooperating with existing R&D units. The capabilities of the Polish market are proven by the potential of its human resources – the current number of students is 1.9 million people, over 420 thousand graduates a year, and already 120 thousand people working in the R&D sector. This potential is confirmed by the successes achieved by Polish students in different competition events. 717 enterprise and innovation centres have been identified in Poland, including 318 training, consulting and information centres. Research and development activity is becoming increasingly financed by the private sector. Interest among global actors is also growing. At present, the relatively low number of research results confirmed by patents is still a problem for Polish science; however, the specification of clear goals and cooperation with entrepreneurs can change that. In the last few Bacławski K., Koczerga M., Zabierowski P. “Studium przedsiębiorczości w Polsce. Raport GEM Polska”(Entrepreneurship in Poland. 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128 https://www.staging.ijbed.org/details&cid=128 2013-06-23 In political system, voters belong to diverse nature of communities. These communities have their own particular set of voting behaviors that emerged out from an ongoing social-interaction process. Similarly, their voting intentions are the outcome of their participation in social networks and learning from community’s socialization process. Where, social agents play very significant and influential contribution in shaping the community’s overall voting behavior. These social agents influence and are influenced by the community members during the process. This research begins to address the opinion leading role of opinion leaders in community’s overall voting behaviors and in political brand building at constituency level. This is done by conceptualizing a socialization process model that is empirically evaluated by surveying and collecting 550 valid responses from registered voters of selected constituency. 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129 https://www.staging.ijbed.org/details&cid=129 2013-06-23 In this comparative study will be shown that especially the ethical problem of bribery and child-labor in German and Indian business relations could be very complex. Especially when a contractor is not directly involved into the production process of his Indian business partner ISCT delivers a tool that makes the complexity of the ethical decision finding more transparent and reveals that ethical decision making is not always unequivocal. The Integrative Social Contracts Theory (ISCT) by Donaldson and Dunfee is arguably the most promising framework capable of providing concrete ethical guidance for managers in business operations currently available. It bases on the classical concepts of social contract thinking and interconnects normative and empirical approaches of business ethics. 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