Tradition has been defined as practices brought forward from the past into the present. In the context of enslavement and the cultural dislocation that accompanied it, memory became critical in the recreation of tradi...Tradition has been defined as practices brought forward from the past into the present. In the context of enslavement and the cultural dislocation that accompanied it, memory became critical in the recreation of tradition. Individual memory contributed to the practices that created new traditions to be carried forward by subsequent generations. Archaeological evidence from Clifton Plantation, Bahamas, illustrates how memory and tradition shaped the identities of both enslaver and enslaved, and influenced the construction of an African Bahamian identity in the early nineteenth-century. In their consumer selections, the enslaved people of Clifton were constructing artifact assemblages that reflected their memories of their traditional cultural background. In the process they were creating an Afro-Bahamian aesthetic that would become a tradition for future generations of Bahamians. While the goods were not of their own manufacture, the choices were theirs from the selection available to them. At the same time, those of British heritage were signaling their British identity through their consumer choices. However, Clifton was unusual in being owned by a reformer who sought to ameliorate the conditions of slavery. The paper also briefly discusses whether these concepts are useful in understanding the material culture of enslaved Africans at other sites.展开更多
The current research aims to find out whether the model of the retailer＇s relational satisfaction, developed in a western setting is relevant in a different economic and cultural field of investigation： the Tunisian...The current research aims to find out whether the model of the retailer＇s relational satisfaction, developed in a western setting is relevant in a different economic and cultural field of investigation： the Tunisian post 2011 revolution＇s emerging context, and in a different industry： the retail industry. It explores the distinctive economic and cultural features that affect the retailer＇s relational satisfaction with its consumer goods manufacturers. The study employs a survey based on a face-to-face administered questionnaire. Two hundred and thirty four responses from a survey with Tunisian retailers as well as international retailers operating in Tunisia were obtained. All constructs are measured using five-point Likert type scales （1 = strongly disagree, 5 = strongly agree）. Analyses are conducted using exploratory factor analysis and reliability analysis. The results support the original model with however some differences derived from the Tunisian economic setting as a whole, the characteristics of the Tunisian consumer goods industry as well as the clan characteristic feature of the Tunisian collectivistic culture. Thus, the amount of discounts obtained, does no longer contribute to the retailer＇s economic satisfaction. Moreover, when it comes to social satisfaction, the respondents get uncomfortable, even to deal with a potential negative interaction with their suppliers. For retail companies involved in internationalization in the Maghreb Region, and especially in Tunisia, it seems that other competitive advantages than prices are to be developed, such as the development of private label or other services that create positive perceived value for the Tunisian customer. From a cultural standpoint, western managers have rather to go away from a formalized channel relationship management, while taking into account the importance of interpersonal influence. The study sheds light on the heterogeneity of the so-called Arab-Muslim world. This is highlighted in the management of channel relationship in Tunisia, that is influenced by： （1） The government＇s price regulation and control, especially in many food products; （2） The relative weak importance of discounts in gaining retailer＇s economic satisfaction; （3） The reshaping of the local retailing sector due to the arrival of international retail companies; （4） The clan feature of the Tunisian collectivistic culture that advocates putting priority on interpersonal influence in channel relationship＇s management.展开更多
文摘Tradition has been defined as practices brought forward from the past into the present. In the context of enslavement and the cultural dislocation that accompanied it, memory became critical in the recreation of tradition. Individual memory contributed to the practices that created new traditions to be carried forward by subsequent generations. Archaeological evidence from Clifton Plantation, Bahamas, illustrates how memory and tradition shaped the identities of both enslaver and enslaved, and influenced the construction of an African Bahamian identity in the early nineteenth-century. In their consumer selections, the enslaved people of Clifton were constructing artifact assemblages that reflected their memories of their traditional cultural background. In the process they were creating an Afro-Bahamian aesthetic that would become a tradition for future generations of Bahamians. While the goods were not of their own manufacture, the choices were theirs from the selection available to them. At the same time, those of British heritage were signaling their British identity through their consumer choices. However, Clifton was unusual in being owned by a reformer who sought to ameliorate the conditions of slavery. The paper also briefly discusses whether these concepts are useful in understanding the material culture of enslaved Africans at other sites.
文摘The current research aims to find out whether the model of the retailer＇s relational satisfaction, developed in a western setting is relevant in a different economic and cultural field of investigation： the Tunisian post 2011 revolution＇s emerging context, and in a different industry： the retail industry. It explores the distinctive economic and cultural features that affect the retailer＇s relational satisfaction with its consumer goods manufacturers. The study employs a survey based on a face-to-face administered questionnaire. Two hundred and thirty four responses from a survey with Tunisian retailers as well as international retailers operating in Tunisia were obtained. All constructs are measured using five-point Likert type scales （1 = strongly disagree, 5 = strongly agree）. Analyses are conducted using exploratory factor analysis and reliability analysis. The results support the original model with however some differences derived from the Tunisian economic setting as a whole, the characteristics of the Tunisian consumer goods industry as well as the clan characteristic feature of the Tunisian collectivistic culture. Thus, the amount of discounts obtained, does no longer contribute to the retailer＇s economic satisfaction. Moreover, when it comes to social satisfaction, the respondents get uncomfortable, even to deal with a potential negative interaction with their suppliers. For retail companies involved in internationalization in the Maghreb Region, and especially in Tunisia, it seems that other competitive advantages than prices are to be developed, such as the development of private label or other services that create positive perceived value for the Tunisian customer. From a cultural standpoint, western managers have rather to go away from a formalized channel relationship management, while taking into account the importance of interpersonal influence. The study sheds light on the heterogeneity of the so-called Arab-Muslim world. This is highlighted in the management of channel relationship in Tunisia, that is influenced by： （1） The government＇s price regulation and control, especially in many food products; （2） The relative weak importance of discounts in gaining retailer＇s economic satisfaction; （3） The reshaping of the local retailing sector due to the arrival of international retail companies; （4） The clan feature of the Tunisian collectivistic culture that advocates putting priority on interpersonal influence in channel relationship＇s management.
