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  • 1.
    Almqvist, Roland
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Graaf, Johan
    Jannesson, Erik
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Skoog, Matti
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Boken om ekonomistyrning2018 (ed. 2)Book (Other academic)
  • 2.
    Almqvist, Roland
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Graaf, Johan
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Boken om ekonomistyrning: Övningsbok med lösningar2018 (ed. 2)Book (Other academic)
  • 3. Dyhre, Anna
    et al.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Employer Branding: allt du behöver veta för att bli en attraktiv arbetsgivare2013 (ed. 1)Book (Other academic)
  • 4. Kindström, Daniel
    et al.
    Kowalkowski, Christian
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Marknadsföring mellan företag2012 (ed. 1)Book (Other academic)
  • 5.
    Kotler, Philip
    et al.
    J. L. Kellogg Graduate School of Management, Northwestern University, Evanston, Illinois.
    Armstrong, Gary
    Kenan-Flagler Business School at the University of North Carolina, Chapel Hill.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Marknadsföring: teori, strategi och praktik2013Book (Refereed)
  • 6. Linderyd, Andreas
    et al.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Branding public schools in a branded society? Issues in managing schools beyond teaching and breeding2013In: 22nd Nordic Academy of Management Conference held at University of Reykjavik, 21-23 August, 2013, Final program and abstracts, 2013, p. 85-85Conference paper (Other academic)
  • 7.
    Nilsson, Fredrik
    et al.
    Företagsekonomiska institutionen, Uppsala universitet.
    Olve, Nils-Göran
    Företagsekonomiska institutionen, Uppsala universitet.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Controladoria Para Fins de Competitividade: Formulação e Implementação de Estratégias Através do Controle Gerencial2011 (ed. 1)Book (Refereed)
  • 8.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Marketing.
    Die Generation Y: Mitarbeiter der Zukunft: Herausforderung und Erfolgsfaktor für das Personalmanagement.2009Book (Other academic)
  • 9.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Die Generation Y.: Mitarbeiter der Zukunft motivieren, integrieren, führen2013 (ed. 2.)Book (Other academic)
    Abstract [de]

    Die Bedeutung einer durchdachten und lebendigen Arbeitskultur steigt, ebenso die Schwierigkeit gute Talente zu finden und zu binden. Für die Personalarbeit ist der Eintritt der Generation Y eine Herausforderung. Welche Auswirkungen diese Mitarbeitergeneration auf Wirtschaft, Arbeitsleben und Talentmanagement hat, stellt dieses Buch praxisgerecht dar. Basierend auf internationalen Studien beleuchtet es direkt, warum die Generation Y als Arbeitnehmer anders ist, wie man die Besten rekrutiert und wie Unternehmenskultur, Kommunikation und Arbeitswelt sich dabei verändern.  Die zweite Auflage wurde vollständig überarbeitet und um drei neue Kapitel erweitert zu Generationenstudien, zur Entstehung einer Branded Society und zum Thema "Die 90er Generation und die Zukunft". Wertvolle Checklisten und Handlungsempfehlungen ergänzen jedes Kapitel.

  • 10.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Marketing.
    Distribution Strategies for Premium and Volume Brands in Highly Competitive Consumer Markets2008In: Journal of Retailing and Consumer Services, ISSN 0969-6989, E-ISSN 1873-1384, Vol. 15, no 4, p. 250-265Article in journal (Refereed)
  • 11.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Ekonomistyrning kort & gott2010Book (Other academic)
  • 12.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Erwartungen der Generation Y an den Arbeitgeber2008In: Oscar Trends, ISSN 1863-3048, Vol. 1, p. 47-57Article in journal (Other academic)
  • 13.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business, Marketing.
    Formalisera generations- och kompetensväxlingen2009In: Med blicken framåt. Några framtida utmaningar och möjligheter för en attraktiv arbetsgivare / [ed] Parment, A., Wetterberg, G. & Lindström, L, SKL , 2009Chapter in book (Refereed)
  • 14.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business, Marketing.
    Fungerande belöningssystem – en framgångsfaktor2009In: Med blicken framåt. Några framtida utmaningar och möjligheter för en attraktiv arbetsgivare / [ed] Parment, A., Wetterberg, G. & Lindström, L, SKL , 2009Chapter in book (Other academic)
  • 15.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Generation Y: en undervurderet forandringskraft2008In: Ungdomsforskning, ISSN 1602-0324, Vol. 7, no 3, p. 21-30Article in journal (Refereed)
  • 16.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Generation Y: framtidens konsumenter och medarbetare gör entré2008Book (Other academic)
  • 17.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Generation Y in Consumer and Labour Markets2011 (ed. 1)Book (Refereed)
    Abstract [en]

    Generation Y in Consumer and Labour Markets explores the role of people born in the late 1970s and 1980s as consumers and coworkers in an emerging post-modernist society. Having grown up in a branded society overcrowded with commercial messages and a never-ending supply of choices and opportunities, Generation Y not only influences consumption patterns, they also bring their values to work life, thus changing the attitudes towards the employee-employer relationship and how work is being done. Generation Y particularly see work as a venue of self-realization and the boundaries between work and leisure time are becoming blurred—thus the consumer and labor markets converge in some critical dimensions.

    This book delves into the substantial research body on characteristics and behaviors of the Generation Y, including their relation to other generations and the role of understanding generations in developing effective and attractive organizations. It further outlines the experiences and best practice for attracting, recruiting, selling to, and communicating with Generation Y, based on the author’s experiences from hundreds of organizations where he has been involved as a consultant – offering the reader a better understanding of generations in marketing research, and the impact of generations in employee-employer relations.

  • 18.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Generation Y vs. Baby Boomers: shopping behavior, buyer involvement and implications for retailing2013In: Journal of Retailing and Consumer Services, ISSN 0969-6989, E-ISSN 1873-1384, Vol. 20, no 2, p. 189-199Article in journal (Refereed)
    Abstract [en]

    This paper presents some significant empirical findings about generational cohorts and their shopping behavior. Marketing has long relied on the use of market segmentation. While birth age has been a useful way to create groups, it describes segments but does not help to understand segment motivations. However, environmental events experienced during one’s coming of age create values that remain relatively unchanged throughout one’s life. Such values provide a common bond for those in that age group, or generational cohort. Segmenting by ‘coming of age’ age provides a richer segmentation approach than birth age. This study compares two significant cohorts: Baby Boomers and Generation Y, with respect to their shopping behavior and purchase involvement for food, clothing and automobiles. For the three types of products, Baby Boomers value the retail experience and in-store service higher than Generation Y. For Baby Boomers, the purchase process starts with a retailer the consumer trusts, who gives advice for choosing the right product, while for Generation Y, the purchase process starts with choosing a product. This study presents implications for retail strategies that have an appeal to different generational cohorts and considers how retailers should deal with building customer relationships.

  • 19.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Generational Marketing:  Generation Y and Consumer Behaviour2011Conference paper (Refereed)
    Abstract [en]

    This paper deals with the study of generations for marketing purposes, mirroring a belief that

    the generation dimension has been underemphasized in marketing research and practice. It

    has been suggested that generational cohorts are superior to age as segmentation variable.

    However, as this paper emphasizes, understanding characteristics of and differences across

    generations brings advantages into many areas of marketing.

    The results are based on a model that deals with four levels of analysis: society and its

    dominant values, the market environment, the social environment and individuals.

    Generation Y and their role in consumer markets is used as an empirical example and

    illustration. Data on Generation Y are contrasted with data on Baby Boomers, individuals

    born . The paper reveals some crucial characteristics of the Generation Y cohort. Individuals

    belonging to this generational cohort, born between 1978 and 1990, have grown up in a

    branded society overcrowded with commercial messages and a never-ending supply of choices

    and opportunities. In consumer markets, they are demanding, aware of their rights and their

    loyalty is limited. They see brands as an integrated part of consumption and personal imagebuilding.

    Producers, on the other hand, struggle with intensive competition and

    manufacturing overcapacity in many industries. The study presents some challenging

    implications of how companies can benefit from considering Generation Y in product

    development, market communication and the choice of marketing channels. Moreover, by

    contrasting Generation Y and Baby Boomers, critical dimensions of a generational marketing

    approach are suggested.

  • 20.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Herausforderungen und Handlungsansätze für das Personalmanagement von Millennials2011In: Personalmanagement von Millennials: Konzepte, Instrumente und Best-Practice-Ansätze / [ed] Martin Klaffke, Wiesbaden: Gabler Verlag/GWV Fachverlage GmbH, 2011, 1, p. 3-22Chapter in book (Other academic)
    Abstract [de]

    Angesichts des demographischen Wandels ist es für die Zukunftssicherung und den Erfolg von Unternehmen unverzichtbar, sich rechtzeitig auf die Anforderungen der nachwachsenden Generation der Millennials einzustellen. Diese Generation, die auch als Generation Y bezeichnet wird, zeichnet sich durch eine Technologie-affine Lebensweise aus und erwartet vom Arbeitgeber Sinnstiftung und Abwechslung im Beruf sowie eine flexible Balance zwischen Arbeit und Freizeit. Studien zufolge ist das betriebliche Personalmanagement derzeit noch kaum an den Bedürfnissen der jungen Arbeitnehmergeneration orientiert. Welche konkreten Handlungsfelder beim Personalmanagement von Millennials bestehen, analysieren Entscheider aus dem Personalbereich namhafter Unternehmen anhand von Fallstudien und Erfahrungen. Zudem werden Konzepte sowie erste Best-Practice-Ansätze für die erfolgreiche Gewinnung und Bindung der jungen Generation aufgezeigt.     

  • 21.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Intressekonflikter vid försäkringsförmedling2012In: Ny Juridik, ISSN 1400-3007, no 4, p. 39-48Article in journal (Other academic)
  • 22.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Konsekvensanalys av olika modeller för att hantera intressekonflikter vid försäkringsförmedling2012Report (Other academic)
  • 23.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Marknadsför till 55 plus: så lockar du fram köpkraften hos tidernas mest köpstarka målgrupp2008Book (Other academic)
  • 24.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Marknadsföring: kort och gott2008Book (Other academic)
  • 25.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business, Marketing.
    Ny tid kräver nya förhållningssätt och strategier2009In: Med blicken framåt. Några framtida utmaningar och möjligheter för en attraktiv arbetsgivare / [ed] Parment, A., Wetterberg, G. & Lindström, L., SKL , 2009Chapter in book (Other academic)
  • 26.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Rationales for direct and indirect marketing channels in a branded society2011In: Brands & branding- contemporary theories and practices, 2011, p. 1-28Conference paper (Other academic)
  • 27.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Revisiting the Rationale for Direct vs. Indirect Marketing Channels2011In: / [ed] Harry Timmermans, 2011, p. 1-23Conference paper (Refereed)
    Abstract [en]

    A manufacturer may choose to sell through own direct channels or through indirect channels,

    the latter often controlled through a franchise agreement. It has been suggested that indirect

    channels, guided by an incentive structure that essentially reflects market forces external to

    the organization, perform better financially than direct channels. Despite this, manufacturers

    increasingly use direct channels and, to the extent they exist, exert strong control over

    indirect channel partners, thus running the risk of undermining their retailers’

    entrepreneurial qualities.

    There seems to be other rationales for designing direct channels than those suggested by

    marketing channels research. This paper seeks explanations to why manufacturers are using

    direct channels in the characteristics of contemporary markets.

    The results suggest a number of exploratory rationales for direct channels in today’s markets.

    Supply-demand conditions have shifted and manufacturer overcapacity is now commonplace.

    Consumer loyalty has decreased in the aftermath of an increase in the number of products

    available. Establishing a consistent brand identity in all areas that communicate with

    consumers is a top priority of many companies. Through direct channels, or tightly controlled

    indirect channels, the manufacturer can make sure the brand is adequately exposed while

    sales targets are reached. All in all, a very different set of criteria appears to guide

    manufacturers’ channel design decisions.

  • 28.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Styrning i marknadsdrivande organisationer2012In: Styrning med projekt och kunskap i fokus / [ed] Jonas Söderlund, Fredrik Tell, Lund: Studentlitteratur, 2012, 1, p. 69-93Chapter in book (Other academic)
  • 29.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    The consumerisation of the labour market: Generation Y at work2011In: Nordic Practices of HRM, 2011, p. 1-21Conference paper (Other academic)
    Abstract [en]

    The labour market is undergoing a fundamental transition that is strongly linked to the emergence of Generation Y, born appr. 1979 to 1990. This paper investigates attitudes and preferences of Generation Y, and how they will affect supply-demand mechanisms and characteristics of the labour market.

    Generation Y has been subject to a great deal of research from various perspectives: e.g. marketing, sociology and HRM, the latter suggesting that Generation Y will increase the demands on employers to support Generation Yers in their ambitious plans to have a good career and reach a high level of selfrealisation at work. By identifying a number of characteristics drawn from the consumption sphere, this study suggests that European Generation Yers are increasingly looking at their jobs and careers as a continuous flurry of opportunities to learn and perfect themselves. To understand this development, which was identified at an early stage of a research project that started in 2006, a model based on two premises has been applied. First, the assumption that individuals’ values and preferences are shaped by values and forces at a (i) a societal level (e.g. collectivism vs. individualism,  modernistic vs. post-modernistic values); (ii) the market environment that reflects the availability of products from the global marketplace; (iii) the social environment that represents how people relate to each and the contemporary popular culture.

    Second, the assumption that coming-of-age experiences influence values, attitudes, and behaviour for a lifetime. A substantial body of research suggests that individuals are highly influenced by the external events that were happening when they were “coming of age” (generally between the years 17 to 23). The Cold War, the Estonia disaster, energy and financial crises´, 9-11, the Palme Assassination, and the reunion of Western and Eastern Germany are examples of such major events.

    Having grown up in a branded society overcrowded with commercial messages, choices and opportunities, Generation Y bring their values to work life, thus changing the attitudes towards the employee-employer relationship and how work is being done. They see work as a venue of self-realisation and the boundaries between work and leisure time are becoming blurred. Hence, in numerous fundamental respects, the labour market is influenced by and increasingly showing a character that is similar to the consumer market.

  • 30.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    The Contribution of Employer Branding to the Success of Place Branding: How Generation Y and Young Professionals Make Choices in a Branded Society2012In: International Place Branding Conference, Special Edition: Roots - Politics - Methods - Conference Proceedings / [ed] Ares Kalandides, Manchester: Institute of Place Management , 2012, p. 174-189Conference paper (Refereed)
    Abstract [en]

    Purpose – This study contributes to prior research by investigating the contribution of attractiveemployers, i.e. strong employer brands, to the attractivity of places, i.e. place brands.

    Design/methodology/approach – Interviews with 35 individuals belonging to the Generation Y cohortand four focus groups were conducted. A number of categories that define an attractive employerwere set up based on patterns from the interviews and focus groups. Finally, a survey was sent to aninternational set of students to find out how they view and approach ideal employers.

    Findings – The results suggest employer location to be one among a few criteria of a workplace thatGeneration Y individuals see as very important. The attractiveness of a place was found to have astrong impact on the attractiveness of an employer. Both concepts have become very important forplaces and employers in recent years.

    Practical implications – Although some strong place brands mainly derive their benefits from tourismand other stakeholders than employees, there are strong reasons to consider the employers active inthe place at hand, since they constitute a solid basis of attractiveness that makes the place lessvoluntary to changes in e.g. tourism flows and other flows with a strong seasonal component, thusattractive employers contribute to making the place less vulnerable to financial fluctuations.

    Originality/value – Despite conceptual similarities, the interest for research that attempts tounderstand the interplay between place branding and employer branding has been very limited,although the interest for both areas has increased significantly in the last decade. This article is an attempt to deal with this challenging and potentially fruitful connection.

  • 31.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    The Global Integration and Local Adaptation Dilemma: Does it Apply to Premium Brands?2011Conference paper (Refereed)
    Abstract [en]

    This article deals with how automobile manufacturers design their products and organize

    their international marketing channels to respond to global and local pressures. The

    integration-responsiveness framework assumes that international marketing decisions mean

    tricky trade-offs between adapting to local market conditions on the one hand, and reaching

    the efficiencies that standardization across countries and regions imply on the other hand.

    According to this framework, a standardization approach entails efficiency advantages at the

    cost of the adaptation to local market conditions. No studies so far have related the

    integration-responsiveness framework to the brand profile. At a first glance, integration and

    responsiveness appears to apply to any across-market marketing setting, under limited

    influence from brand profile. However, recent evidence reveals a high degree of success for

    premium brands, although they engage a lot less in local adaptation compared to volume

    brands. The empirical data reveals interesting differences in the application of integration and

    responsiveness for premium and volume brands, and provide a number of explanations for the

    success of premium brands also in areas where local adaptation is very limited. The findings

    suggest that premium brands may benefit from not emphasizing local responsiveness, since

    the very reason the brand is attractive is that it represents product design, a consumption

    culture and values that differ from what is expressed in local products.

  • 32.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Brorström, Sara
    Constituents of Place Attractiveness among Generation Y Citizens2013Conference paper (Refereed)
  • 33.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Brorström, Sara
    Driving Forces and Effects of Urbanization. Implications for Place Branding in Metro and Rural areas2013Conference paper (Refereed)
  • 34.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Dyhre, Anna
    Sustainable employer branding: guidelines, worktools and best practices2009Book (Other academic)
  • 35.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Gullberg, Cecilia
    Controlling the Unmanageable? Management Control in a Knowledge-intensive Organisation2013Conference paper (Refereed)
  • 36.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Kotler, Philip
    Armstrong, Gasry
    Principles of Marketing: Swedish edition2011 (ed. 1)Book (Refereed)
    Abstract [en]

    Principles of Marketing Swedish Edition is an ideal introductory text for undergraduate students and practitioners alike.  This, the first Swedish edition, is true to Kotler and Armstrongs classic conceptual framework, which has proved itself as an exceptional introduction to marketing and has been used by millions of students all over the world.

    The book outlines and discusses concepts and ideas that help students and practitioners develop an effective marketing strategy for todays markets. Cases and examples are written to reflect current best practice in Swedish, Scandinavian and European companies. The book describes and explains how these companies deal with challenges in domestic and international markets. It is set in a Swedish context but is global in scope and is very relevant for modern marketers.

    The book looks at the major decisions that marketing managers face in their efforts to balance an organisation's objectives and resources against needs and opportunities in the marketplace.

     

  • 37.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Nehler, Henrik
    Performance Measurement in Market-Driven and Market-Driving Organizations2013In: 22nd Nordic Academy of Management Conference held at University of Iceland Reykjavík, 21-23 August, 2013: Final program and abstracts, 2013, p. -186Conference paper (Other academic)
  • 38.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Nilsson, F
    Olve, N
    Ekonomistyrning för konkurrenskraft2010Book (Other academic)
  • 39.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Nilsson, Fredrik
    Olve, Nils-Göran
    Controlling for Competitiveness: Strategy Formulation and Implementation Through Management Control2011 (ed. 1)Book (Other academic)
    Abstract [en]

    Strategies are important in today's highly competitive environments. Businesses as well as public sector organisations need a unifying logic, which emerges out of dialogues among its members and guides their actions. The organisation's Control System has potential to become a key to this, and itself a source of competitiveness. "Controlling for Competitiveness" describes how management control is crucial in mobilizing, using and communicating the knowledge and skills of managers and employees. Controllers should design situation-specific control systems, assuring that actions will be based on appropriate information and incentives. Enterprise Systems facilitate coordination and information exchange, thus enabling the development of a consistent and congruent strategy throughout the organisation. The involvement of all levels of management as well as most employees in this process creates motivation and commitment to the organisation's strategy. It also prepares for executing strategy through a creative use of metrics, decision tools and clarified responsibilities. The authors underline the need to understand management control as part of the organisation's control mix (control package). They provide numerous examples of how systems and people interact in shaping a strategic focus in private as well as publicly owned organisations. In addition to the authors' experiences from research and consultancy, the book is based on recent interviews with 16 leading, complex organisations in the private and public sector. Numerous examples from these and other organisations are provided.

  • 40.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Ottosson, Mikael
    Linköpings universitet.
    Hållbar marknadsföring: hur sociala, miljömässiga och ekonomiska hänsynstaganden kan bidra till hållbara företag och marknader2013 (ed. 1)Book (Other academic)
  • 41.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Ottosson, Mikael
    Linköpings universitet.
    Marknadsföring och distribution: strategiska vägval avseende marknadskanaler2013 (ed. 1)Book (Other academic)
  • 42.
    Parment, Anders
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Söderlund, M
    Det här måste du också veta om marknadsföring2010Book (Other academic)
  • 43.
    Parment, Andres
    Stockholm University, Faculty of Social Sciences, School of Business.
    The employer branding process: an inside-out perspective2011In: Brands & branding- contemporary theories and practices, 2011, p. 1-20Conference paper (Other academic)
  • 44.
    Schewe, Charles D.
    et al.
    Isenberg School of Management, University of Massachusetts.
    Debevec, Kathleen
    Isenberg School of Management, University of Massachusetts.
    Madden, Thomas J.
    Darla Moore School of Business, University of South Carolina.
    Diamond, William D.
    Isenberg School of Management, University of Massachusetts.
    Parment, Anders
    Stockholm University, Faculty of Social Sciences, School of Business.
    Murphy, Andrew
    Massey University, University of New Zealand.
    'If You've Seen One, You've Seen Them All!' Are Young Millennials the Same Worldwide?2013In: Journal of International Consumer Marketing, ISSN 0896-1530, Vol. 25, no 1, p. 3-15Article in journal (Refereed)
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