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Cultural Convergence in Emerging Markets: The Case of McDonald's in China and India

2015; Wiley; Volume: 54; Issue: 2 Linguagem: Inglês

10.1111/jsbm.12168

0047-2778

Hyo Jin Jeon, Brinja Meiseberg, Rajiv P. Dant, Marko Grünhagen,

Family Business Performance and Succession

Journal of Small Business ManagementVolume 54, Issue 2 p. 732-749 Original Article Cultural Convergence in Emerging Markets: The Case of McDonald's in China and India Hyo Jin (Jean) Jeon, Hyo Jin (Jean) JeonHyo Jin (Jean) Jeon is Assistant Professor of Marketing at the University of Nevada-Reno.Search for more papers by this authorBrinja Meiseberg, Brinja MeisebergBrinja Meiseberg is Assistant Professor of Strategic Management at the University of Muenster.Search for more papers by this authorRajiv P. Dant, Rajiv P. DantDeceased.Rajiv P. Dant is Helen Robson Walton Centennial Chair in Marketing Strategy & Professor of Marketing at the University of Oklahoma and Griffith University.Search for more papers by this authorMarko Grünhagen, Corresponding Author Marko GrünhagenMarko Grünhagen is Lumpkin Distinguished Professor of Entrepreneurship, Director of the SEED Center and Professor of Marketing, School of Business, Eastern Illinois University.Address correspondence to: Marko Grunhagen, Eastern Illinois University, School of Business, 4012 Lumpkin Hall, Charleston, IL 61920. E-mail: mgrunhagen@eiu.edu.Search for more papers by this author Hyo Jin (Jean) Jeon, Hyo Jin (Jean) JeonHyo Jin (Jean) Jeon is Assistant Professor of Marketing at the University of Nevada-Reno.Search for more papers by this authorBrinja Meiseberg, Brinja MeisebergBrinja Meiseberg is Assistant Professor of Strategic Management at the University of Muenster.Search for more papers by this authorRajiv P. Dant, Rajiv P. DantDeceased.Rajiv P. Dant is Helen Robson Walton Centennial Chair in Marketing Strategy & Professor of Marketing at the University of Oklahoma and Griffith University.Search for more papers by this authorMarko Grünhagen, Corresponding Author Marko GrünhagenMarko Grünhagen is Lumpkin Distinguished Professor of Entrepreneurship, Director of the SEED Center and Professor of Marketing, School of Business, Eastern Illinois University.Address correspondence to: Marko Grunhagen, Eastern Illinois University, School of Business, 4012 Lumpkin Hall, Charleston, IL 61920. E-mail: mgrunhagen@eiu.edu.Search for more papers by this author First published: 13 March 2015 https://doi.org/10.1111/jsbm.12168Citations: 13 Deceased. Rajiv P. Dant is Helen Robson Walton Centennial Chair in Marketing Strategy & Professor of Marketing at the University of Oklahoma and Griffith University. Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Abstract It is a truism that successful organizations of any type adapt and conform to the idiosyncracies of their target consumer groups as it is their customers that embody their raison d'etre. This is especially important for small businesses and entrepreneurial enterprises because they lack the requisite experiential treasure trove or elaborate corporate bureaucracies to accomplish this task typically available to established large firms. In fact, textbooks on international business are full of examples of business failures when consumer proclivities have been ignored by businesses. Informed by this admonition, this manuscript seeks to investigate the psyche of Chinese and Indian consumers of a global franchise system, McDonald's. It advances the premise of cultural convergence of Chinese and Indian consumers through the lenses of organizational socialization theory. We examine whether the franchise system's universal culture and the social values of egalitarianism and democratization enshrined in the system are linked to consumers' patronage of McDonald's in the world's two largest emerging markets. Using multivariate analysis of variance, we evaluate cross-country differences in perceptions of egalitarianism and democratization as well as patronage frequency. Both country-specific effects and cross-cultural effects are discussed, and managerial implications for franchisee-entrepreneurs in each country are outlined. Citing Literature Volume54, Issue2April 2016Pages 732-749 RelatedInformation