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Post-purchase out-of-stock (OOS) often happens in an online store context, where products appear to be available at the time a consumer makes an order and checks out, but then become OOS when the order is to be dispatched. To mitigate negative responses from consumers, online grocery retailers often provide consumers a substitution alternative to the OOS item. This paper investigates the effects of two substitution policies where we focus on different matching strategies of the substitution with the OOS item. In policy one, we measure the effect of matching on the dominant attribute (brand vs. flavour). In policy two, we test the effect of matching with a product from the consumers’ past purchase portfolio. We investigate these two substitution policies and their interaction in two categories that differ on the level of differentiation (i.e., the degree to which distinctions are objectively measurable – vertical differentiation/VD vs. not easy to evaluate – horizontal differentiation/HD). Our dependent variable is the probability to accept the substitute. The study employs a computer-simulated purchase experiment, using two product categories: margarine (VD) and cereals (HD). 2,113 UK consumers representative of general UK shopper profile participated. Findings show that in the margarine category where brand is the dominant attribute, the same brand substitution is more likely to be accepted than the same flavour substitution. In contrast, in the cereal category where flavour is more likely to be the dominant attribute, same flavour substitution is more likely to be accepted than same brand substitution. The results also show that, in both categories, matching the substitution product with a product from consumers’ past purchase portfolio is more likely to be accepted than offering a substitute that consumers have not bought before. We also found a significant interaction between the two policy types but for cereals only. The effects of two substitution policies are mediated by perceived fairness of the substitution. The paper discusses contributions and implication for future research.
Dong Hoang; Els Breugelmans. Sorry, Your Order Has a Substitution: The Effects of Substitution Policy in Online Grocery Retailing. Sustainable Transport Development, Innovation and Technology 2020, 145 -155.
AMA StyleDong Hoang, Els Breugelmans. Sorry, Your Order Has a Substitution: The Effects of Substitution Policy in Online Grocery Retailing. Sustainable Transport Development, Innovation and Technology. 2020; ():145-155.
Chicago/Turabian StyleDong Hoang; Els Breugelmans. 2020. "Sorry, Your Order Has a Substitution: The Effects of Substitution Policy in Online Grocery Retailing." Sustainable Transport Development, Innovation and Technology , no. : 145-155.
Suneel Kunamaneni; Sukky Jassi; Dong Hoang. Promoting reuse behaviour: Challenges and strategies for repeat purchase, low-involvement products. Sustainable Production and Consumption 2019, 20, 253 -272.
AMA StyleSuneel Kunamaneni, Sukky Jassi, Dong Hoang. Promoting reuse behaviour: Challenges and strategies for repeat purchase, low-involvement products. Sustainable Production and Consumption. 2019; 20 ():253-272.
Chicago/Turabian StyleSuneel Kunamaneni; Sukky Jassi; Dong Hoang. 2019. "Promoting reuse behaviour: Challenges and strategies for repeat purchase, low-involvement products." Sustainable Production and Consumption 20, no. : 253-272.
In the recent decades, fashion brands and retailers in the West have introduced supplier’s Codes of Conduct (CoC) to strengthen international labour standards in their supply chain. Drawing from the concept of workers’ agency and the theory of reciprocity, this paper examines the implementation of CoC from the workers’ perspective and identifies the mechanism used by the workers to negotiate with their employer. Qualitative data was collected from forty semi-structured interviews with mangers, union representative and workers at a garment factory in Vietnam which manufactures clothes to a few well-known fashion brands in the US and Europe. The findings show that, externally, workers are united with the management in hiding non-compliance practices to pass labour audits while, internally, workers challenge the management about long working hours and low pay. This finding highlights the active roles workers play on the two fronts: towards their clients and towards the management. Their collaboration is motivated by the expectation that the management will return the favour by addressing their demands through a reciprocal exchange principle. This paper sheds light on an alternative approach to understanding collective bargaining and labour activism at the bottom of the supply chain and provides recommendations for further research.
Dong Hoang. Labour Standards in the Global Supply Chain: Workers’ Agency and Reciprocal Exchange Perspective. Societies 2019, 9, 38 .
AMA StyleDong Hoang. Labour Standards in the Global Supply Chain: Workers’ Agency and Reciprocal Exchange Perspective. Societies. 2019; 9 (2):38.
Chicago/Turabian StyleDong Hoang. 2019. "Labour Standards in the Global Supply Chain: Workers’ Agency and Reciprocal Exchange Perspective." Societies 9, no. 2: 38.
Purpose The purpose of this paper is to examine the current state of the management of traditional retail markets (TRM) in the UK. TRM are indoor and outdoor markets located in town and city centres across the UK, selling food, household goods, clothing and the like. Design/methodology/approach The paper employs a comparative analysis approach of multiple cases using an analytical framework drawn from place management and retail business management literature. The study investigates 11 retail markets in the UK, including 7 run by Local Councils, 2 privately run and 2 operated by Charity Trusts. Findings The paper identifies the management challenges of TRM lying at the intersect between its private-like business entity and the management overseen by local authorities, whose roles and functions are mainly on delivering public services. Although some council markets struggle, it remains a popular model for TRM because it offers social space and inclusion which other types of markets lack. The study also highlights that the environment within which TRM operate, such as policy, infrastructure, business and entrepreneurial aspects play an important role in influencing the performance of the markets. Originality/value The paper contributes to the retail literature’s conceptual and empirical understanding of TRM management – the area which has been mostly neglected and under-researched. It offers an integrated analytical framework, including four dimensions of policy, infrastructure, business and entrepreneurial environment to advance the current limited understanding of this traditional form of retailing and sheds light on future research in this area.
Dong Hoang; Cathy Barnes; Olga Munroe. Management of traditional retail markets in the UK: comparative case studies. International Journal of Retail & Distribution Management 2019, 47, 530 -551.
AMA StyleDong Hoang, Cathy Barnes, Olga Munroe. Management of traditional retail markets in the UK: comparative case studies. International Journal of Retail & Distribution Management. 2019; 47 (5):530-551.
Chicago/Turabian StyleDong Hoang; Cathy Barnes; Olga Munroe. 2019. "Management of traditional retail markets in the UK: comparative case studies." International Journal of Retail & Distribution Management 47, no. 5: 530-551.
Despite criticisms of their derivation and implementation, corporate codes of conduct (CoCs) continue to dominate debates on Corporate Social Responsibility and the informal regulation of worker exploitation and abuse by ‘sweatshops’ supplying northern multinational corporations (MNCs). Through analytical interrogation of existing literature and empirical evidence from Vietnamese case studies, two propositions are made to clarify the poor performance of CoCs. It is argued, firstly, that the extent of the control of MNCs over their subcontracting suppliers is misconceived and over-estimated because supply chains function more like networks than the hierarchies assumed by ‘principal-agent’ preconceptions. Conceptualizing such relationships instead as networks of conflicting political and economic imperatives amongst various sets of actors generates a second proposition derived from our case studies. The factory workers, their subcontractor employers, intermediary vendors and even the MNCs seeking CoC commitments, have convergent interests in violating key aspects of the codes and deceiving their auditors. The analysis evaluates the residual value of CoCs in light of these constraints and the options for improving labour regulation, with particular reference to the plight of disadvantaged women workers.
Dong Hoang; Bryn Jones. Why do corporate codes of conduct fail? Women workers and clothing supply chains in Vietnam. Global Social Policy 2012, 12, 67 -85.
AMA StyleDong Hoang, Bryn Jones. Why do corporate codes of conduct fail? Women workers and clothing supply chains in Vietnam. Global Social Policy. 2012; 12 (1):67-85.
Chicago/Turabian StyleDong Hoang; Bryn Jones. 2012. "Why do corporate codes of conduct fail? Women workers and clothing supply chains in Vietnam." Global Social Policy 12, no. 1: 67-85.