Purpose: The main objective of this study is to evolve the basis of beneficial impact assessment of international marketing strategy (IMS) for emerging market multinationals by applying construct-measurement research methodology. The purpose of this study is to link the conceptual definition and empirical indicators of the proposed integrated model with the objective on “Developing Model to Assess Benefit Impacts Generated by International Marketing”, the authors named it GAMBIT.Design/methodology/approach: Self-administered questionnaires were used to collect data from international marketing executives and senior management executives from Indian manufacturing firms using Churchill's approach (1979, 1987). Exploratory and confirmatory factor analyses and structural equation modeling (using SPSS Statistics 20.0 and AMOS) were used to develop the GAMBIT model. Various hypotheses pertaining to perfect order fulfillment and quality level were formulated.Findings: In the order of significance, the four key influential factors for beneficial impact assessment in the multicultural global environment are as follows: sources of beneficial impacts; operational efficiency; international marketing strategic choice and beneficial outcomes.Originality/value: Although companies have realized the importance of assessing beneficial impacts, they often do not know how exactly the assessment should be made. Thus, the present study provides a useful tool for evaluating the totality of beneficial impacts offered by IMS.

Purpose: We respond to calls from business schools (B-schools), apex education bodies, regulators, activist groups and researchers for more rigorous research to understand the future strategies of B-schools in India. We specifically examine the challenges posed by the current COVID-19 pandemic (and possible future similar eventualities) and the current and long-term strategies being planned to combat such crises.Design/methodology/approach: To reveal the real-life scenario, semi-structured interviews were conducted with 22 academic leaders (Deans and Directors) of B-schools in India. These respondents were from both public and private institutions across the country. Open-ended questions were framed for exploration to help the authors understand the way forward in the Indian B-school context.Findings: Findings reveal that B-schools in India are preparing themselves to overcome short-term challenges faced due to COVID-19 as well as transforming themselves through long-term strategies.Originality/value: The study outlines strategic plans for some imaginative reassessments that B-schools may consider as a reaction to a pandemic-like emergency. The focus is on distinguishing the imperatives, creating a key guide for meeting immediate requirements, allotting assets in a prudent way to update educational course curricula and teaching methods and building the required academic infrastructure. The ability to focus on enduring changes (e.g. creating an e-learning framework and providing a safe and secure learning environment to students as per government mandates) will provide B-schools with a new lease of life in the future.

Purpose: This paper examines the mediating role of manufacturing strategies in the relationship between competitive strategies and firm performance.Design/methodology/approach: This study gathered 250 responses from firms in a developing country's key manufacturing sectors, including mechanical, electronics, automotive, textile and food. First, descriptive statistics were applied to fix outliers like respondent biases, missing values and normality issues. Second, exploratory factors analysis (EFA) ensured data adequacy and homogeneity through Kaiser–Meyer–Olkin (KMO) and Bartlett tests. Finally, confirmatory factors analysis (CFA) was used to identify the interactions (direct, indirect and total effects) between latent variables representing manufacturing strategies (quality, cost, delivery and flexibility), competitive strategies (cost-leadership and differentiation) and firms' performance (sales growth and profitability). In total, two structural equation modelling (SEM) models (SEM-I, SEM-II) were created to test the hypotheses.Findings: Of the 40 items identified by the literature review, four were outliers, and three could not satisfy the EFA criteria (eigenvalue >1). Only 33 items could therefore reach CFA. SEM–I and SEM-II study results found no direct relationship between competitive strategies and firm performance (−0.03 = β = 0.08;p > 0.05). However, the findings revealed that cost-leadership could be an appropriate strategic choice and improved firms' performance if the quality and delivery are focussed (0.20 = β = 0.87;p < 0.001). While competitive strategies impact manufacturing strategies positively, the latter is only a mediator between the cost-leadership strategy and the firms' performance.Originality/value: This research shows that the cost-leadership approach currently seems viable; however, flexibility and cost requirements were not satisfied due to infeasible product differentiation. These results will be beneficial to executives interested in investing in India's industries.

Purpose: This paper aims to explore the capabilities of virtual reality (VR) and augmented reality (AR) in enhancing the tourism experience and addressing physical travel constraints. Design/methodology/approach: A survey was conducted among 412 tourists who had used VR and AR technologies for tourism purposes. Data was analysed using descriptive statistics, multidimensional scaling, multiple regression analysis, structural equation modelling and mediation and moderation analysis. Findings: VR and AR enhance tourism via immersive experiences. They overcome traditional travel barriers, but accessibility concerns, like cost, persist. The perceived potential of these technologies strongly predicts future adoption, emphasising the need to highlight their immersive benefits. Research limitations/implications: This study offers ground-breaking insights into VR and AR in tourism. It acknowledges inherent limitations in accessibility, with VR and AR technologies not being universally adoptable due to costs and complexity. Theoretically, the research enriches academic discourse by highlighting the pivotal role of perceived potential in technology adoption. It also delineates the intricate relationship between VR/AR experience, satisfaction, destination image and revisit intention. Practical implications: The findings emphasise crafting immersive VR and AR experiences for differentiation. By integrating these technologies into strategic marketing, organisations can enhance customer satisfaction and provide richer destination experiences. Social implications: The research underscores VR and AR’s potential to foster inclusive tourism, benefitting those with limitations. Additionally, promoting cultural exchange and sustainability, these technologies can drive societal harmony and contribute to economic growth through enriched tourism experiences. Originality/value: This study stands out in its distinctive exploration of VR and AR in the tourism domain. The innovation lies in its comprehensive examination of the technologies’ immersive capabilities and their accessibility challenges. The value is accentuated by its insights, which bridge the gap between technological potential and its practical application in tourism.

This research article tracks the evolution of the concept of nostalgia as a concept in marketing and more generally. The present study specifically highlights the development of a theoretical framework that can serve to integrate existing conceptual models and to offer implications for understanding nostalgia as a phenomenon among consumers as a tool for marketing practice. The study aims to bring together existing research and to serve as a springboard for future research and applications.