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2. Corporate communication actions in response to crises: empirical evidence in food fraud in Brazil
- Collection:
- Agricultural Communications Documentation Center (ACDC)
- Contributers:
- Florencio de Almeida, Luciana (author), Valeria Rocha, Thelma (author), and Ribeiro da Fonseca, Marcio (author)
- Format:
- Journal article
- Publication Date:
- 2019
- Published:
- Brazil
- Location:
- Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 121 Document Number: D11088
- Journal Title:
- International Journal on Food System Dynamics
- Journal Title Details:
- 10(5) : 458-472
- Notes:
- Available online at www.centmapress.org, Results indicated that both corporate firms involved in a food fraud case lacked an immediate mandate to address the legitimate stakeholders' claim. "This study adds the action perspective to stakeholder salience theory, providing practical guidelines for marketers in the food sector who face wicked contexts, attempting to achieve transparency and common goals along with their stakeholders."
3. The impact of producers' cognitive styles on their purchasing behavior
- Collection:
- Agricultural Communications Documentation Center (ACDC)
- Contributers:
- Feeney, Roberto (author), Accursi, Federico (author), and Mac Clay, Pablo (author)
- Format:
- Journal article
- Publication Date:
- 2019
- Published:
- Argentina
- Location:
- Agricultural Communications Documentation Center, Funk Library, University of Illinois Box: 121 Document Number: D11087
- Journal Title:
- International Journal on Food System Dynamics
- Journal Title Details:
- 10(5) : 498-515
- Notes:
- Available online at www.centmapress.org, Results showed that different segments of producers had distinctive purchasing behaviors. Specifically, analytic-oriented producers tended to focus on product performance and less on the relationship with suppliers when buying their inputs. They also tended to be loyal to input brands, rely less on dealers/retailers and salespeople, and they are willing to change suppliers more often than other producers. Intuitive-oriented producers valued more the relationship with the supplier and are interested in contacting the salesperson if they need a product. Balanced-oriented producers declared to be less loyal to brands, but were more stable in terms of not changing input suppliers frequently.