Academia.eduAcademia.edu

Outline

Title
Abstract
Introduction
Experimental Section
Data
Method
Numerical Results
Discussion and Conclusions
References
All Topics
Business and Management
Entrepreneurial and Small Business Operations

Article Leadership in Romanian Small to Medium Enterprises

Profile image of Cristian VizitiuCristian Vizitiu

2016

https://doi.org/10.3390/SU7044183
visibility

…

description

16 pages

link

1 file

Abstract

We have conducted a broad statistical research on Romanian small to medium enterprises (SMEs), with the goal of better understanding: (1) the incipient organizational culture of a recently-opened East European market; and (2) the role of leadership in increasing the competitiveness of SMEs. The paper studies the perceived characteristics of a leader and their influence on the organization's results (as seen by employees), and it tries to reveal the subliminal inter-correlations among these characteristics. The method is factor analysis (implemented in SPSS), for a questionnaire with 23 items, answered by 930 subjects on a five-point Likert scale. The six factors identified by our analysis were: adaptability; cooperation; authority; charisma; confidence; motivation. By highlighting these basic components, our study aims both at increasing competitiveness in Romanian enterprises and at designing better training programs for managers and entrepreneurs acting on East European markets, adapted to the real characteristics of these young economic environments.

Related papers

Leadership and leaders in successful small and medium enterprises
kerezkan isabaeva

Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019), 2019

This paper discusses the issue of leadership in small and medium enterprises (SMEs). We contemplate about the notion that successful companies and often leaders in their respective fields of business when it comes to innovations, novelty, business courage, openness to the new ideas, or intentions to learn new things. In addition, we focus on the role of the SMEs owners and managers as leaders who pave the way for their companies' success and growth. Our results show that typical leadership qualities are usually the same across various fields of business and company types. Moreover, we demonstrate that there is a clear connection between leadership and success in doing business. In addition, we show that enterprise led by the managers or owners who clearly depict leadership traits (e.g. are not afraid of taking some healthy risk) tend to be more successful and to seize the larger portions of the market.

View PDFchevron_right
The Study of Leadership and New Direction for Developing Entrepreneurs in Thai Small and Medium Sized Enterprises
dusadee Y O E L A O Intraprasert

PsycEXTRA Dataset

This research comprised of two phases. The first phase was designed to study the leadership of Thai SMEs entrepreneurs, and the second phase was to develop new leadership through training. In the first phase three sample sets were used. In the first sample set, the data were collected from 30 successful SMEs entrepreneurs using in-depth interview and critical incident technique (CIT). The data were analyzed to generate items of leadership scale for Thai SMEs entrepreneurs. The pilot 120-item leadership scale was tried out on the second sample set that consist of 544 SMEs entrepreneurs. Exploratory factor analysis (EFA) was used to explore the dimensions underlying the leadership scale. Confirmatory factor analysis (CFA) was used as a follow-up to determine the definite number of factors. Six factors resulting from CFA were 1) encouragement through inspirational motivation of subordinates, 2) consideration and well wishing towards others, 3) morality in business, 4) capability of strategic thinking, 5) encouragement of social consciousness, and 6) openness. The final 30-item leadership scale was validated with the third sample set that consisted of 1,064 SMEs entrepreneurs. The known-group technique was used to test the construct validity using the success of the entrepreneurs as the criterion. The results indicated that the leadership scores for all 6 factors from the highly successful SMEs entrepreneurs were statistically higher than the scores from the less successful SMEs entrepreneurs. In the second phase new direction for developing leadership of Thai SME entrepreneurs was proposed through the training course developed from Phase 1. The Training Workshop for Developing SME Entrepreneurs' Leadership was developed from theories, concepts, research findings, and various documents relevant to leadership development and designing of training course. After development, the training course was reviewed and quality was assessed by a team of experts. There were 3 stages in the training course; that was, assessment before training, leadership development by training, and evaluation after training. The course was organized into 9 modules. After the training, two meetings were held to monitor and evaluate the progress of leadership development plan, to let them share their experiences with each other, to advise them on how to solve the problems during implementing the plan, and to adapt their plan accordingly.

View PDFchevron_right
Leadership Potential Impact on Performance of Small and Medium-Sizes Business
Alina Serbenivska

Financial and credit activity: problems of theory and practice, 2020

Small and medium-sized business (SMB) as a special type of economic activity and one of the levers of the national economy functioning is being recognized by leading economies as a key form of business. However, in most cases, the development of SMB depends on the features of government support and tax preferences. At the same time, human resources are considered to be the most valuable assets in meeting the economic challenges. Therefore, the current study dwells on the ways for SMB to overcome the challenges utilizing human resources leadership potential development since human resources determine either integral or inconsistent nature of any business activity. The current paper presents the research results on the leadership potential development and its impact on the performance of SMB.On top of that the authors have determined some indicators to measure leadership potential of the country’s economy and establish the correlation between the SMB development index, the ease of doi...

View PDFchevron_right
Analysis of leadership styles in medium and large companies on the territory of the Republic of Serbia
Radmila Bjekic

Anali Ekonomskog fakulteta u Subotici, 2017

We have witnessed major transformations influenced by new innovative trends, not only in the area of technology but also in the sphere of organizational practice through emergence of innovation within management, which the leaders of modern companies face increasingly. Contemporary trends in business indicate the replacement of passive style of leadership with the active one, which puts emphasis on personnel and development perspective. The subject of the research is the analysis of passive, transactional and transformational leadership in medium and large companies on the territory of the Republic of Serbia. The aim of the study is to determine presence of an optimal leadership model which should include complementary transactional and transformational style. The pilot study has been conducted on a random sample of 60 companies, applying MLQ methodology. The research results show that in the majority of the companies in which the research took place there is a full range leadership...

View PDFchevron_right
SOME CONSIDERATIONS ABOUT SMEs’ MANAGERS SKILLS AND PEOPLE LEADING
Adrian Budala

ANNALS OF THE ORADEA UNIVERSITY. Fascicle of Management and Technological Engineering., 2012

the paper presents some considerations about the leaders' management skills and professional abilities needed into a SME. The paper also presents considerations regarding personnel motivation, interpersonal relationships, organizational climate and leadership style.

View PDFchevron_right
A Systematic Literature Review of the Importance of Leadership to the Growth of Small and Medium Enterprises
Golden Mashiri, Robbson Manda, Austin Mwange

Journal of Economics, Finance and Management Studies, 2022

In order to understand the importance of leadership to the growth of small and medium enterprises (SMEs), SMEs are the major engine that drives the growth of any nation's economy. The contribution that is made by this sector to the country's growth and economic development cannot be overemphasized as it is a critical feature of the development of an economy. Several researchers have suggested that leadership effectiveness is a key factor that rolls the performance of organizations. The literature has highlighted the significance of leadership to any organization. Besides, review of the literature suggests the leadership in SMEs enhances performance and growth. The study also attempted to examine leadership behavior that has been adopted by some leaders in the sector. The outcome of the review demonstrated that the performance and growth of SMEs is dependent on leadership effectiveness and management skills.

View PDFchevron_right
THE DETERMINATES OF TRANSFORMATIONAL LEADERSHIP IN KOSOVO SMEs
elvis elezaj

Knowledge International Journal

In this paper will be conducted a closer look at leadership styles that affect transformations of different organizations to focus on transformational leadership that will play a key role in determining determinants that directly influence transformations in small and medium enterprises (SMEs), in Kosovo. This research aims to identify all those factors that are of great importance to the changes that affect the organization, including the structure, people, culture, and various processes that are of great importance to local companies in identifying these key elements which are essential. This research will also be extended to the different leadership styles of leadership in organizations, looking closely at different governance models that our managers apply to. This research will be organized through a research methodology and redundant instruments to evaluate indicators that point to transformations and towards a fair and loyal competitor. Transformations that are highlighted in...

View PDFchevron_right
Analysis of Organizational Excellence Based on Independent Key Indicators among Hungarian SME Leaders
Gyopár Csapai

2020

Excellence and success are those questions, which could hardly be held or clarified because there are exceptionally subjective and complex correlations behind the definitions. In specific literature we could see that success could be defined in many ways, but there is not any index number or formula that anyone could determine easily and according to that, “label” the companies. The conventional performance/excellence measuring methods are based on the financial indices, but we had a plan to measure other indicators. Therefore, we asked questions about the market share, size of the company, growth rate, export activities, efficiency, and the amount of turnover, awards, prominence lists, years of experience as a leader, quality of abilities as a leader. The number of the incoming questionnaires was 148 from Hungary (CEO-s and leading managers from the highest positions). Our results shows that the chosen variables to measure the organizational excellence as awards and appreciations, ...

View PDFchevron_right
Leadership Effectiveness Model for Small and Medium Enterprises (Sme)
R. Deni Muhammad Danial

2017

SMEs will have position, potential and important role in order to realize economic development goals. In Sukabumi District, the role of SMEs can be seen in terms of providing a business opportunity, jobs and increased exports. SMEs in Sukabumi District are able to survive longer than large-scale enterprises in facing the economic crisis, because they have the unique characteristics. The characteristics are more flexible and able to utilize local resources so that they can be relied upon to support the economic security. The role of SMEs which is so great in supporting economic security, should be balanced with leadership effectiveness, so it can improve the performance of SMEs in the future. This study has a specific target such as the appearance of a leadership effectiveness model for SMEs. With the discovery of the leadership effectiveness model, it is expected that the all SMEs can implement the model and improve their performance. The research method applied in this research is...

View PDFchevron_right
The Influence of Leadership Styles on Micro and Small Enterprises’ Performance: The Case of Worabie Town, Siltie Zone
Habtamu Kebede

International Journal of Engineering and Management Research

The main objective of the study was to examine the influence of leadership styles on the performance of MSEs in Worabie town. The focus was on three major leadership styles (Autocratic, Democratic and Laissez-faire). The research design was descriptive and analytical type; the research employed both quantitative and qualitative data, which is a mixed approach. Out of 306 total populations, 173 respondents were selected using simple random sampling for questionnaire. The primary data was collected through unstructured interviews and structured questionnaire. The data was analyzed using the descriptive statistics and the regression technique. The results of descriptive statistics showed that the practiced leadership style at the Worabie town by MSEs is mainly autocratic leadership. The result of the regression analysis indicated that democratic leadership style showed a positive and significant influence on MSEs’ performance since beta coefficient value of this style is 0.371 with sig...

View PDFchevron_right

References (31)

  1. Radu, C. The Influence of Leadership on Organization's Level of Competitiveness. Rev. Int. Comp. Manag. 2009, 10, 959-967.
  2. Amidon, D.M.; Macnamara, D. The 7 C's of Knowledge Leadership: Innovating our Future. In Handbook of Knowledge Management; Holsapple, C.W., Ed.; Springer: Berlin, Germany, 2004; Volume 1, pp. 539-551.
  3. Tseng, S.M. A Study on Customer, Supplier and Competitor Knowledge Using the Knowledge Chain Model. Int. J. Inf. Manag. 2009, 29, 488-496.
  4. Nastase, M. Importance of Trust in the Knowledge Based Leadership. Rev. Int. Comp. Manag. 2009, 10, 518-526.
  5. Nastase, M. Developing a Strategic Leadership Approach within the Organizations. Rev. Int. Comp. Manag. 2010, 11, 454-460.
  6. Ulrich, D.; Zenger, J.; Smallwood, N. Results Based Leadership; Harvard Business Press: Boston, MA, USA, 1999.
  7. Cavaleri, S.; Seivert, S.; Lee, L. Knowledge Leadership: The Art and Science of the Knowledge-Based Organization; Elsevier Butterworth-Heinemann: Amsterdam, The Netherlands, 2005.
  8. Atwater, L.; Penn, R.; Rucker, L. Personal Qualities of Charismatic Leaders. Leadersh. Organ. Dev. J. 1991, 12, 7-10.
  9. De Vries, R.E.; Roe, R.A.; Tailleau, T.C.B. On Charisma and Need for Leadership. Eur. J. Work Organ. Psychol. 1999, 8, 109-133.
  10. Heifetz, R.A. Leadership without Easy Answers; Harvard University Press: Cambridge, MA, USA, 1998.
  11. Ward, K.; Bowman, C.; Kakabadse, A. Extraordinary Performance from Ordinary People. Value Creating Corporate Leadership; Elsevier: Oxford, UK, 2007.
  12. Chhokar, J.S.; Brodbeck, F.C.; House, R.J. Culture and Leadership across the World the GLOBE Book of In-Depth Studies of 25 Cultures; Lawrence Erlbaum Associates: NJ, USA, 2007.
  13. House, R.J.; Dorfman, P.W.; Javidan, M.; Hanges, P.J.; de Luque, M.F.S. Strategic Leadership across Cultures: GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries; Sage: Thousand Oaks, CA, USA, 2013.
  14. House, R.J.; Hanges, P.J.; Javidan, M.; Dorfman, P.W.; Gupta, V. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies; Sage: Thousand Oaks, CA, USA, 2004.
  15. Crevani, L.; Lindgren, M.; Packendorff, J. Leadership, not leaders: On the study of leadership as practices and interactions. Scand. J. Manag. 2010, 26, 77-86.
  16. Crevani, L.; Lindgren, M.; Packendorff, J. Shared leadership: A post-heroic perspective on leadership as a collective construction. Int. J. Leadersh. Stud. 2007, 3, 40-67.
  17. Tabachnick, B.G.; Fidell, L.S. Using Multivariate Statistics, 5th ed.; Pearson: Boston, MA, USA, 2007.
  18. George, D.; Mallery, P. SPSS for Windows Step by Step: A Simple Guide and Reference. 11.0 Update, 4th ed.; Allyn & Bacon: Boston, MA, USA, 2003.
  19. Hornsby, J.S.; Kuratko, D.F.; Shepherd, D.A.; Bott, J.P. Managers' corporate entrepreneurial actions: Examining perception and position. J. Bus. Ventur. 2009, 34, 236-247.
  20. Hornsby, J.S.; Holt, D.T.; Kuratko, D.F. The dynamic nature of corporate entrepreneurship: Assessing the CEAI. Acad. Manag. Proc. 2008, 2008, 1-6.
  21. Hornsby, J.S.; Kuratko, D.F.; Zahra, S.A. Middle managers' perception of the internal environment for corporate entrepreneurship: Assessing a measurement scale. J. Bus. Ventur. 2002, 17, 253-273.
  22. Kuratko, D.F.; Covin, J.G.; Garrett, R.P. Corporate venturing: Insights from actual performance. Bus. Horiz. 2009, 52, 459-467.
  23. Kuratko, D.F.; Montagno, R.V.; Hornsby, J.S. Developing an intrapreneurial assessment instrument for an effective corporate entrepreneurial environment. Strateg. Manag. J. 1990, 11, 49-58.
  24. Van Wyck, R.; Adonisi, M. An eight-factor solution for the Corporate Entrepreneurship Assessment Instrument. Afr. J. Bus. Manag. 2015, 5, 3047-3055.
  25. Agapie, A.; Höns, R.; Mühlenbein, H. Markov chain analysis for one-dimensional asynchronous cellular automata. Methodol. Comput. Appl. Probab. 2004, 6, 181-201.
  26. Habing, B. Exploratory factor analysis. Personal Communication, University of South Carolina, Columbia, SC, USA, 2003. Available online: http://www.stat.sc.edu/~habing/courses/530EFA.pdf (accessed on 10 May 2014).
  27. Hair, J.F., Jr.; Anderson, R.E.; Tatham, R.L.; Black, W.C. Multivariate Data Analysis, 5th ed.; Prentice Hall: Upper Saddle River, NJ, USA, 1998.
  28. Stevens, J. Applied Multivariate Statistics for the Social Sciences, 4th ed.; Lawrence Erlbaum: Mahwah, NJ, USA, 2002.
  29. Gorsuch, R.L. Factor Analysis; Lawrence Erlbaum: Hillsdale, NJ, USA, 1983.
  30. Goleman, D. Working with Emotional Intelligence; Bantam Books: New York, NY, USA, 1998.
  31. De Klerk, M.; Boshoff, A.; van Wyk, R. Measuring meaning in life in South Africa: Validation of an instrument developed in the USA. S. Afr. J. Psychol. 2009, 39, 314-325.

Related papers

Leadership in Romanian Small to Medium Enterprises
Cristian Vizitiu

Sustainability, 2015

We have conducted a broad statistical research on Romanian small to medium enterprises (SMEs), with the goal of better understanding: (1) the incipient organizational culture of a recently-opened East European market; and (2) the role of leadership in increasing the competitiveness of SMEs. The paper studies the perceived characteristics of a leader and their influence on the organization's results (as seen by employees), and it tries to reveal the subliminal inter-correlations among these characteristics. The method is factor analysis (implemented in SPSS), for a questionnaire with 23 items, answered by 930 subjects on a five-point Likert scale. The six factors identified by our analysis were: adaptability; cooperation; authority; charisma; confidence; motivation. By highlighting these basic components, our study aims both at increasing competitiveness in Romanian enterprises and at designing better training programs for managers and entrepreneurs acting on East European markets, adapted to the real characteristics of these young economic environments.

View PDFchevron_right
Leadership Styles In Smes: An Exploratory Study In Romania
liviu craciun

2016

The manager’s leadership styles define the way a manager acts behaves and takes decisions in certain situations and has a direct influence upon the employees’ well-being. In a small and medium enterprise setting, unlike in a large enterprise, the employees are feeling the influence of the leadership style in a much more direct and personal way, due to the small number of hierarchical levels and the constant interaction between the owner/manager and the employees. The present paper focuses on analyzing how the employees of SMEs from Oltenia and Muntenia Regions of Romania perceive their superiors’ leadership styles. In order to meet this goal, we have used a 21 question survey, based on which we could determine the leadership style (Autocratic, Democratic or Laissez-faire) of the superior, as it is perceived by each respondent. The survey has been applied on a sample of cca. 300 employees from small and medium enterprises from Oltenia, and approximately 130 responses have been used i...

View PDFchevron_right
Comparison of the leadership styles practiced by Romanian and Dutch SME owners
International Journal of Organizational Leadership (IJOL)

This study represents a comparative research of the particularities of leadership styles among the owners of small or medium enterprises from Romania and the Netherlands. The three styles used in the present research are autocratic, democratic, and Laissez-faire. The main research instrument of the study was the survey, based on which the researcher determined the dominant leadership style for each respondent. This survey has been applied on a sample of 50 small or medium business owners from Romania and 128 small or medium business owners from the Netherlands. According to the final results, the dominant leadership style in both cases has been the democratic one. Moreover, a series of factors such as the company's age and owner's sex which significantly influence the practiced style have identified.

View PDFchevron_right
MANAGERS’ PERCEPTIONS REGARDING MANAGEMENT CHALLENGES AND THE DEVELOPMENT OF ROMANIAN SMEs. SELECTED FINDINGS FROM 2012-2015
Andreea Ibănescu, Nicoleta Dorina Racolta-Paina

The importance of small and medium sized enterprises (SMEs) to the economy of Romania is fully demonstrated by indicators such as the number of enterprises, the number of employees, and the value added generated by this sector. If the level of the value added and the rate of employment are taken into account (both lower in 2013 than in 2008, when the financial crisis started), it may be stated that the recovery of this sector has not yet been accomplished. However, this article, focusing on the SMEs business environment in Romania, argues that this sector is slowly but steadily improving its performance. By investigating SMEs management practices as perceived by their managers, primary quantitative research was employed in order to collect data through four online annual surveys addressing Romanian SMEs throughout the period 2012-2015. Secondary research was also used in order to outline frames of reference describing the national context of business development. The findings of this paper highlight two dimensions of Romanian SMEs – one at the organizational level (aspects related to perceived organizational performance) and one at the individual level (particular attributes of people with leadership positions). From a practical standpoint, our empirical findings are relevant for both academics and practitioners who are interested in Romanian SMEs practices. The study is particularly valuable as it identifies trends in the evolution of Romanian SMEs management practices, as reported by their managers in the post economic crisis context (2012-2015).

View PDFchevron_right
Leadership Styles in Small and Medium Sized Business: Evidence from Macedonian Textile SMEs
Marjan I . Bojadjiev

Journal of Entrepreneurship and Business Innovation, 2019

Since leaders can have a strong influence on the employees’ behavior, various approaches have been designed to determine the most effective style of leadership. As a field of study, the review of past research reveals that investigating leadership styles has been mainly focused on large businesses. Despite the great importance of leadership to SMEs, not many studies attempted to explore the leadership style embraced by SMEs, especially within the Macedonian context. The purpose of this study is to explore the presence of different leadership styles (autocratic, democratic and laissez-faire) in Macedonian SME. Moreover, in view of the main research objective, several demographic variables were examined, such as gender, age and working experience as to their relevance for the dominant leadership style, with a special focus on managers of small and medium sized businesses from the textile industry. Using a Leadership Style Questionnaire, the research measured different leadership style...

View PDFchevron_right

Related topics

  • Entrepreneurship
  • Knowledge Leadership

    • Cited by

    Analysis of Corporate Entrepreneurship in Public R Institutions
    Cristian Vizitiu

    Sustainability

    This paper aimed at establishing a Corporate Entrepreneurship diagnosis model within public R&D institutions. We based our analysis on empirical identification of a generalized set of organizational factors, perceived as intrapreneurship vectors. The quantitative research targeted 50 experienced public entities and was based on validating one of the most popular psychometric instruments in the entrepreneurial literature: the Corporate Entrepreneurship Assessment Instrument (CEAI)-originally intended for the North American economic environment. As recent literature questioned the cross-cultural portability of psychometric instruments, this study intended to validate the five-factor intrinsic structure of CEAI. The five factors deduced by our statistical analysis were: support for opportunity investigations and reinforcement; dynamic environment and recognition; decreased formalization; knowledge sharing; time availability and strategic awareness. Next, the factor scores were used as input variables for a logistic regression procedure, with the output variable being the intrapreneurial value of the respondents' institutions. Two factors contribute considerably to the predicted intrapreneurial value: support for opportunity investigations and reinforcement and decreased formalization. The validity of the whole approach is supported by the relevance of the original CEAI questionnaire, able to reveal intrapreneurial characteristics, and by the prediction power of the logistic regression model over the intrapreneurial propensity of public institutions.

    View PDFchevron_right
    Adapting corporate entrepreneurship assessment instrument for Romania
    Cristian Vizitiu

    South African Journal of Business Management

    Background: The study adapts the corporate entrepreneurship assessment instrument (CEAI), a notable North American psychometric instrument used to evaluate entrepreneurial culture, and investigates its construct validity scale, taking into account that psychometric instruments have limited cross-cultural portability. Objectives: We aim at identifying the perceived internal management key factors in the Romanian entrepreneurial culture (private sector) and applying CEAI to emergent economies. Method: The corporate entrepreneurship assessment instrument uses a 48-item Likert scale questionnaire to collect information from a large sample of employees working in different companies. The questions, seen as random variables, are then factor analysed in order to get a reduced more manageable structure. Factors are finally interpreted with respect to the entrepreneurial propensity of the business sector in study. The software used for statistical analysis was SPSS. Results: The survey condu...

    View PDFchevron_right
    Predictors of Quality Internship Programs—The Case of Romanian Business and Administration University Education
    Ramona Igreț

    Sustainability, 2018

    To a large extent, research regarding internship programs emphasizes their crucial role in the future career of students. Business professionals and educators acknowledge the positive influence in the engagement of companies towards future potential employees. However, the quality of these internship programs in Romania is sometimes questionable and further research is needed in the field. Our paper aims at identifying and analyzing the main factors which influence the quality of an internship program from Romanian business and administration students’ perspective. The findings and analysis of the current paper are based on a survey conducted on 458 undergraduate and master students of the Bucharest University of Economic Studies. By acknowledging these qualitative factors, third parties such as policy makers in educational sector, universities, and companies receive important information to better organize internships in order to meet students’ expectations and discover real high p...

    View PDFchevron_right
    The impact of COVID-19 on consumer behavior in retail banking. Evidence from Romania
    Gheorghe Epuran

    Management & Marketing. Challenges for the Knowledge Society, 2020

    The pandemic COVID-19 has severely affected the global economy. The strict lockdown measures have also changed the daily live, including consumer behavior in retail banking. In this context, the purpose of this paper is to investigate the impact of the COVID-19 crisis on consumer behavior in retail banking, with a special focus on the Romanian banking sector. To achieve our goal, we performed a survey among the Romanian consumers in retail banking, using as research method the field survey based on questionnaire. The final sample comprised 738 valid responses from the metropolitan area retail banking consumers. The research brings a fresh insight on retail banking services consumption during the pandemic and validates a conceptual model regarding the internet and mobile banking services acceptance. The research’ results highlighted, among others, that the variable concerning the perception of the COVID-19 pandemic effect on consumers’ lifestyle has a direct and positive influence on...

    View PDFchevron_right
    580 California St., Suite 400
    San Francisco, CA, 94104
    © 2025 Academia. All rights reserved