Search

Ad spending in the Asia-Pacific region is estimated to have reached $210.43 billion in 2018, or 33.5% of worldwide ad spending (McNair [74]). From these two approaches, research studies consider a general set of topics, including ad practices, consumers' perceptions and beliefs, ad content, ad effects, and ad education. Building on prior reviews of advertising research in general (e.g., Yale and Gilly [114]; West [113]), we explore the topics covered in Asian advertising studies with a seven-topic typology, comprising advertising practice, advertising content, advertising effects, consumers' perceptions and beliefs about advertising, topics tangential to advertising (e.g., media uses and consumer behaviors), advertising education, and other. Single-country studies have examined advertising practitioners' perceptions of advertising in general and the perceived benefits of different media, marketing communication activities, or advertising appeals. When ads use foreign models, Chang ([14]) finds that even though Taiwanese consumers perceive ads with Caucasian models as more global and representative of developed countries, they do not like them more than ads featuring Asian models. [Extracted from the article]

Presents a study that evaluated variations in Chinese managerial values during the Asian financial crisis in 1997. Review of related literature; Comparison of the responses of managers from Hong Kong, Malaysia and Singapore regarding Chinese managerial values; Analysis of changes in the Chinese Values Survey factors in the three countries.

It has been speculated that the conflict behaviors of Chinese and Japanese managers are more or less the same since both cultures are considered as collectivistic and high-contextual; and they inherit Confucian teachings as the cornerstone of their social and moral codes. The purposes in this study were to investigate whether there was a difference between the way that the managers of these 2 countries handle conflicts and whether the conflict behavior of these managers was influenced by traditional Confucian values. The results indicated that there was little difference found between them in terms of value orientations even though Japanese managers tended to employ more assertive styles than the PRC Chinese managers do in dealing with conflict situations. [ABSTRACT FROM AUTHOR]