The impact of colonial legacy, cultural proximity, and host-country market size on outward foreign direct investment from the Arab Maghreb Union: A generalized method of moments analysis (2004–2022)

The marketing strategy phenomenon improves significantly, narrowing from a general to a specific cultural ethnicity base and from variable to dimension analysis. This study examines the impact of culture, brand image and price on buying decisions. The study population comprised retail consumers in the sampled area of Situbondo, East Java, Indonesia. A multi-stage sampling technique was used to derive a sample of 112 respondents as a primary data source – descriptive statistics allows for the demographic characteristics of retail consumers in East Java, Indonesia. Surprisingly, the data showed that gender involvement in buyer decision-making was dominant. Most retail customers were identified as private-sector employees and indicated for higher income earners. Responses were then analyzed using multiple linear regressions to answer the research hypotheses. The results showed that Hofstede’s culture dimension and the brand image and price significantly affected consumer buying decisions at retail stores in East Java, Indonesia. Regarding the strength of Islamic culture in East Java, price was the primary consideration in buying decisions. Further research, preferably using ethnographic approaches with an emphasis on qualitative research, is needed to investigate the implications of these relationships.

Acknowledgment
We would like to thank the Research Centre (LP2M) of University of Jember, East Java, Indonesia, for their support and funding. We also want to thank Rusdiyanto, a Ph.D. student from the Faculty of Economics and Business, Universitas Airlangga, Surabaya, Indonesia, for his helpful discussions and contributions.

In Indonesia, where most business organizations are family-owned, culture influences family employees’ behavior. Filial piety, or honoring the seniors, is considered a significant cultural value that motivates the family employees to be committed to the business. This study aims to test the effect of filial piety on identity alignment, career interest alignment, and affective commitment. Quantitative analysis is conducted to test the hypotheses of this study using purposive sampling based on questionnaire survey responses from 270 junior family business employees. The study employs Partial Least Square-Structural Equation Modelling (PLS-SEM) analysis with the SmartPLS software to test the hypotheses. The test result shows that: 1) filial piety has a positive effect on identity alignment and career interest alignment, 2) identity alignment has a positive effect on affective commitment, and 3) career interest alignment has a positive effect on affective commitment. The study illustrates how filial piety affects junior family employee behavior, an issue that has not been addressed before in Asian family business studies.

Acknowledgment
The publication of this study is supported by Indonesia International Institute for Life Sciences (i3L) LPPM fund.

Servant leadership positively influences the performance of organizations since it focuses on developing the most critical capital of organizations – human beings. The study aims to analyze the influence of servant leadership on organizational performance mediated by organizational culture focusing on administrative staff in Peru. It uses a quantitative approach and non-experimental design. The data were obtained transversally from 465 union members-administrative staff through a virtual survey with a 20-item Likert-type questionnaire, verifying the data for compliance with the underlying assumptions. For data processing, the SPSS AMOS program was chosen, subjecting the data to confirmatory factor analysis and using the structural equation model to test the proposed hypotheses. The results show that, for administrative staff, organizational culture partially mediates the influence of servant leadership on organizational performance at 0.127. While servant leadership positively influences organizational performance (β = 0.341, p < 0.01), it also positively influences organizational culture (β = 0.492, p < 0.01). Furthermore, organizational culture positively influences organizational performance (β= 0.262, p < 0.01). The study confirms the importance of servant leadership in the performance of organizations. Also, it provides evidence to affirm that organizational culture is fundamental in explaining this influence, thus filling the research gap.