International Journal of Multidisciplinary Research and Growth Evaluation  |  ISSN (Online): 2582-7138  |  Double-Blind Peer Review  |  Open Access  |  CC BY 4.0

Current Issues
     2026:7/3

International Journal of Multidisciplinary Research and Growth Evaluation

ISSN (Online): 2582-7138 | Open Access

Unlocking the Red Queen's Strategy: Nurturing Customer Hope for Lasting Success

Author(s):

Published:

Volume: 6 | Issue: 6 | Pages: 230-240

Subject: Marketing

Country: Iraq

DOI: https://doi.org/10.54660/IJMRGE.2025.6.6.230-240

License: CC BY 4.0

Full Text (PDF)

Open Access - Free to Download

Download Full Article (PDF)

Alternative download link

Abstract

This study delves into the symbiotic relationship between businesses and customers, emphasizing the pivotal role of hope in the Red Queen's strategy. Employing a multidisciplinary approach, merging psychology, marketing, and business strategy, the research aims to uncover how organizations can strategically nurture and sustain customer hope. Methodologically, the study combines surveys, focus group discussions, and in-depth case studies across diverse industries to identify the mechanisms influencing hope and its impact on loyalty, satisfaction, and overall business success. The investigation, centered around the "Noor Al-Kafeel Institution for Animal and Food Products, " seeks to offer actionable recommendations, highlighting best practices and pitfalls to avoid. In a rapidly evolving marketplace, fostering customer hope emerges as a novel avenue for businesses to adapt, survive, and thrive, akin to the Red Queen's strategy. The study aspires to contribute valuable insights to both academic research and practical business applications, aiding a deeper understanding of how to unlock the secrets of the Red Queen's strategy for enduring success amidst rapid change.

How to Cite This Article

Baqer Khudair Al-Hadrawi, Ameer Rajeh Jawad (2025). Unlocking the Red Queen's Strategy: Nurturing Customer Hope for Lasting Success . International Journal of Multidisciplinary Research and Growth Evaluation (IJMRGE), 6(6), 230-240. DOI: https://doi.org/10.54660/IJMRGE.2025.6.6.230-240

Export Citation:

BibTeX RIS EndNote

References

  1. 3. Dataand Method Inaccordancewiththesurveyandresearchconductedat"Noor Al-Kafeel Institutionfor Animaland Food Products,"andthroughthecollectionofopinionsfromagroupofemployeesinthementionedinstitution, aquestionnairewasutilizedforthispurpose, consistingof117questionnaires. Outofthese,113questionnaireswereretrieved, with4questionnairesbeingexcludedduetosignificantdatadeviationfromtherestofthedataset. Additionally, anoutlierdatatestwasperformed, revealingthepresenceof2extremequestionnaires, whichwerealsoexcludedastheycontainedvaluesthatwereeitherveryhighorverylowcomparedtotherestofthedata. Consequently, thefinalnumberofvalidquestionnairesforstatisticalanalysiswas107, representing94.69%ofthetotal. Statisticalanalysiswasconductedusingvariousstatisticaltestsandthesoftware SMARTPLS
  2. 3. Thequestionnairewasdividedintothreesections. Thefirstsectionincludedallbasicdemographicinformationabouttherespondents, suchasage, gender, educationallevel, andyearsofservice. Thesecondpartwasdedicatedtomeasuringthe Red Queen Strategyvariable, usingascaledevelopedby(Raffertyetal. in2004\. Itconsistedof25itemsdistributedacrossfivedimensions: Adaptationand Evolution(4items\, Competitive Advantage(5items\, Resource Allocation(6items\, Risk Management(5items\, and Innovationand Creativity(5items\. It'simportanttonotethatthisscalewasdevelopedbasedontherequirementsofworkandthevariousenvironmentalconditionssurroundingtheorganizationsunderstudy. ALikertfive-pointscalewasusedtomeasure International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com235|Pagethestatements, allowingindividualstoexpresstheirlevelofagreementordisagreementwithastatementorasetofstatements. The Likertscalehadthefollowingoptions:(Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree\. Thethirdpartfocusedonmeasuringthe Consumer Hopevariable, relyingonascaledevelopedby Silvaetal. in
  3. 2020. Itconsistedof13itemsdistributedacrossthreedimensions: Product/Service Quality(5items\, Customer Experience(4items\, and Reliable Relationships Personalizationand Relevance(4items\. The Likertfive-pointscalewasalsousedtomeasurethesestatements, withthefollowingresponseoptions:(Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree\. Noneoftheitemsinbothvariableswereexcluded, astheydemonstratedhighreliabilityandwerenotconsideredoutliersbasedontheoutlierdatatest(Hairetal.,2021\.3.
  4. 1. Factoranalysisandmodelconstruction: Inordertostriveforensuringtheconstructionofconceptsandunderstandingtheinternalconsistencyofscaleitems, thefundamentalstepincludescalculatingthelatentfactoranddevelopingthestructuralmodel. Thisworkisconsideredessentialforenhancingthecredibilityofthestudy."See Figure5". Fig5: Modelillustratingtherelationshipbetweentheredqueen'sstrategyvariableandcustomerhope Theresultspresentedin Table(1\and Figure(5\indicatethatthedatasuccessfullyachievedthenecessarystructuralvalidity. Thismeansthatthemeasurementitemsforboththe Red Queen Strategyandthe Consumer Hopevariablereachedtheintendedsaturations, greaterthan0.7, showingahighlevelofinternalconsistencyandreliability. Achievingstructuralvalidityisasignificantandcrucialmilestoneintheresearchprocessbecauseitconfirmstheintegrityofthedataandestablishestherequiredconfidenceinsubsequentanalysisstagesofthestudy. Italsounderscoresthatthemeasuresaccuratelyrepresentthetheoreticaldata, whichisofutmostimportanceforderivingaccurateandmeaningfulresults. Table1: Coefficientof Stability Construct Items Loading CRAVEAlpha Adaptationand Evolution Ad Ev10.7320.870.6040.861 Ad Ev20.862 Ad Ev30.797 Ad Ev40.706 Competitive Advantage Co Ad10.7940.7040.5940.973 Co Ad20.793 Co Ad30.723 Co Ad40.760 Co Ad50.718 Resource Allocation Re Al10.7950.7410.6990.874 Re Al20.712 Re Al30.895 Re Al40.794 Re Al50.780 International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com236|Page Re Al60.769 Risk Management Ri Ma10.7850.8150.5310.958 Ri Ma20.715 Ri Ma30.725 Ri Ma40.731 Ri Ma50.732 Innovationand Creativity In Cr10.7490.8640.6210.846 In Cr20.761 In Cr30.747 In Cr40.751 In Cr50.784 Product/Service Quality Pr Qu10.7530.8760.7610.965 Pr Qu20.704 Pr Qu30.954 Pr Qu40.791 Pr Qu50.786 Customer Experience Cu Ex10.7860.8650.6610.987 Cu Ex20.785 Cu Ex30.736 Cu Ex40.738 Cu Ex50.726 Personalizationand Relevance Pe Re10.7680.7640.6730.981 Pe Re20.707 Pe Re30.765 Pe Re40.7153.
  5. 2. Scale Stability Test: Theresultsofthescalestabilitytestindicatethatallscaleitemsachievedvaluesgreaterthan0.7, thusshowingahighlevelofinternalconsistency. Furthermore, morethanoneitemachievedvaluesgreaterthan0.8, indicatingevenhigherconsistency, asdemonstratedin Table1and Figure
  6. 6. Fig6: Historyofthe Red Queen'sstrategy Fromtheaboveresults, whencalculating Composite Reliability(CR\, itisevidentthatthereisaclearinternalconsistency, asallscaleitemsachievedvaluesgreaterthan0.
  7. 7. Moreover, mostitemsscoredbetween0.9and0.8, indicatingahighlevelofinternalconsistency. Inotherwords, theseresultssuggestthatallitemsofthe Red Queen Strategyand Consumer Hopescalesreliablymeasuretheunderlyingconstruct. Whencalculating Cronbach's Alpha, itisnotedthatallvaluesaregreaterthan0.7andcloseto0.
  8. 8. Thissignifieshighinternalconsistencyreliabilityamongtheitemsofthescalesandastrongcorrelationbetweenthescaleitems. Uponcomputingthe Average Variance Extracted(AVE\, itbecomesevidentthatallvaluesaregreaterthan0.
  9. 5. Thismeansthatthescalesexplainmorethan50%ofthelatentstructure, indicatingasubstantialcorrelationamongthescaleitemsandpreciserepresentationoftheseitemswithinthestudy.3.
  10. 3. Outlier Test: Inordertoobtainrepresentativescaleitemsforthestudyandensurethatthedataisfreefromextremeandoutlierdatapoints, weremoveddatapointsthatsignificantlydeviatedfromthemajorityofthedataset. Anoutliertestwasconductedtoidentifytheseoutlierdatapoints. Thetestsrevealedthat25%ofthe Red Queen Strategydatapointswereoutliersandweresubsequentlyexcluded. Additionally,30%ofthe Consumer Hopedatapointswereidentifiedasoutliersandwerealsoremoved, asshownin Figure
  11. 7. International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com237|Page Fig7: Outlier Test3.
  12. 4. The Discriminant Validityofthe Measurement Model: Thisisanimportantmetricthatindicatestheextenttowhichvariablesinthemeasurementmodeldifferfromeachother, implyingthattheydonotmeasurethesameunderlyingconcept. Usingthe Larcker Fornellcriterion, whichisausefultoolforassessingwhetherthemeasurementmodeladequatelydiscriminatesbetweendifferentconstructs, isessentialtoensurethatthelatentvariablesinthescalemeasuredistinctaspectsofthephenomenaunderstudyanddonotsimplyreflectthesamecoreconcept(Henseleretal.,2015\. Table(2\presentstheresultsofthe Larcker Fornellcriterion, andtheresultsindicatethatthesharedvarianceamongitemsislowerthanthevarianceexplainedbytheitemsthemselves. Thissuggeststhatallitemsinthescalesusedinthestudyaresuitableforuse. Thisdemonstratesthevalidityofthemeasurementmodelandthatthescalesinthestudyaredistinctandnotconfoundedwitheachother. Table2: Theresultsofthe Larcker Fornellcriterion Ad Ev Co Ad Re Al Ri Ma In Cr Pr Qu Cu Ex Pe Re Ad Ev0.805 Co Ad0.797(notshownbutdiagonal\Re Al0.1630.2310.854 Ri Ma0.826(diagonal\In Cr0.3280.2140.2610.2180.801 Pr Qu0.0530.2740.2310.2770.1110.892 Cu Ex0.1230.1430.3260.0690.2880.2540.811 Pe Re0.2430.2980.2390.0540.2180.3610.0490.8693.
  13. 5. Cross Loading: Thisisameasurethatindicatestheextenttowhichvariablesinthestudy'smodelarecorrelatedwitheachother. Asobservedin Table(2\, alldimensionsofthevariablesachievedvaluesgreaterthan0.7whencomparedwithintheirrespectiveconstructs, andtheyachievedvalueslowerthan0.7ornegativevalueswhencomparedwithdimensionsofotherconstructs. Thissuggeststhatthestudy'svariablesarenothighlycorrelatedorredundant. Inotherwords, theresultsindicatethatthedimensionsofthestudy'svariablesarenotstronglyinterrelated, whichisasignofthevalidityofthevariablesforthestudy(Musyaffietal.,2022\.
  14. 4. Resultsand Discussion Testingtheinfluencerelationshipsbetweenvariable: Thisisatestthatillustratestherelationshipbetweenvariablesandteststheirsignificance. Thesetestsaimtounderstandhowonevariablecanbeinfluencedbyanotherandwhethertherearestrongstatisticalrelationshipsbetweenthem, aswellasthesuitabilityofthevariablesforthestudy. First Hypothesis Test(H1\: Theresultsoftheanalysisrevealedapositiverelationshipbetweenthevariable"Adaptationand Evolution"andthevariable"Consumerhope."The Tstatisticsvaluewasfoundtobe1.729, indicatingthatthevariable"Adaptationand Evolution"hasstatisticalsignificanceinpredicting"Consumerhope."The P-valuewas0.002, suggestingastrongdirectionoftherelationship, meaningthatanincreasein"Adaptationand Evolution"isassociatedwithanincreasein"Consumerhope."Furthermore, theresultsshowedthatthe F2valuewas0.184, signifyingthatthemodelincorporatingthevariable"Adaptationand Evolution"providesabetterfit, andthemodelissuitablefortheanalysis. Thevalueof2R, whichwas0.232, representstheproportionofvariancein"Consumerhope"thatcanbeexplainedbythevariable"Adaptationand Evolution."Inthiscase,"Adaptationand Evolution"explains23.2%ofthevariationin"Consumerhope."Thisvalueprovidesinsightintohowsuccessfulthevariable"Adaptationand Evolution"isinexplainingsignificantchangesin"Consumerhope."Additionally, thevalueof2Q, whichwas0.818, assessesthepredictivesuitabilityofthemodel, indicatingtheextenttowhichthevariable"Adaptationand Evolution"effectivelypredictsthedependentvariable"Consumerhope."A2 Qvaluegreaterthan0suggeststhatthemodelhaspredictivepower, meaningthatthevariable"Adaptationand Evolution"caneffectivelypredict"Consumerhope."Thissuggeststhatthehypothesishasbeensupported. International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com238|Page Second Hypothesis Test(H2\: Theresultsoftheanalysisindicatedapositiverelationshipbetweenthevariable"Competitive Advantage"andthevariable"Consumerhope."The Tstatisticsvaluewasfoundtobe2.645, indicatingthatthevariable"Competitive Advantage"hasstatisticalsignificanceinpredicting"Consumerhope."The P-valuewas0.005, suggestingastrongdirectionoftherelationship, meaningthatanincreasein"Competitive Advantage"isassociatedwithanincreasein"Consumerhope."Furthermore, theresultsshowedthatthe F2valuewas0.127, signifyingthatthemodelincorporatingthevariable"Competitive Advantage"providesabetterfit, andthemodelissuitablefortheanalysis. Thisprovidessupportforthehypothesis, indicatingthatithasbeenconfirmed. Third Hypothesis Test(H3\: Theresultsoftheanalysisindicatedapositiverelationshipbetweenthevariable"Resource Allocation"andthevariable"Consumerhope."The Tstatisticsvaluewasfoundtobe1.187, indicatingthatthevariable"Resource Allocation"hasstatisticalsignificanceinpredicting"Consumerhope."The P-valuewas0.006, suggestingastrongdirectionoftherelationship, meaningthatanincreasein"Resource Allocation"isassociatedwithanincreasein"Consumerhope."Furthermore, theresultsshowedthatthe F2valuewas0.177, signifyingthatthemodelincorporatingthevariable"Resource Allocation"providesabetterfit, andthemodelissuitablefortheanalysis. Thisprovidessupportforthehypothesis, indicatingthatithasbeenconfirmed. Fourth Hypothesis Test(H4\Theresultsoftheanalysisindicatedapositiverelationshipbetweenthevariable"Risk Management"andthevariable"Consumerhope."The Tstatisticsvaluewasfoundtobe1.332, indicatingthatthevariable"Risk Management"hasstatisticalsignificanceinpredicting"Consumerhope."However, the P-valuewas0.074, whichsuggestsaweakerlevelofstatisticalsignificancecomparedtotheprevioushypotheses, meaningthattherelationshipislessstronglysupported. Theresultsalsoshowedthatthe F2valuewas0.043, signifyingthatthemodelincorporatingthevariable"Risk Management"providesabetterfitandissuitablefortheanalysis. Whilethehypothesisispartiallysupported, theweakerstatisticalsignificance(higher P-value\suggeststhattherelationshipbetween"Risk Management"and"Consumerhope"maybelessrobustcomparedtotheprevioushypotheses. Fifth Hypothesis Test(H5\Theresultsoftheanalysisindicatedapositiverelationshipbetweenthevariable"Innovationand Creativity"andthevariable"Consumerhope."The Tstatisticsvaluewasfoundtobe1.953, indicatingthatthevariable"Innovationand Creativity"hasstatisticalsignificanceinpredicting"Consumerhope."The P-valuewas0.031, suggestingamoderatelevelofstatisticalsignificance, meaningthatanincreasein"Innovationand Creativity"isassociatedwithanincreasein"Consumerhope."Furthermore, theresultsshowedthatthe F2valuewas0.099, signifyingthatthemodelincorporatingthevariable"Innovationand Creativity"providesabetterfitandissuitablefortheanalysis. Thisprovidessupportforthehypothesis, indicatingthatithasbeenconfirmed, albeitwithamoderatelevelofstatisticalsignificance.
  15. 5. Conclusion The Red Queenstrategyhasdemonstrateditssignificantpotentialinenhancingcustomerhopewithinthecontextof Noor Al-Kafeel Institutionfor Animaland Food Products. Thisstrategy, inspiredbytheevolutionaryarmsraceanalogy, highlightstheimportanceofcontinuousadaptationandinnovationinordertothriveinadynamicandcompetitiveenvironment. Thefindingsofthisstudyhaveshownthatbyapplyingthe Red Queenstrategy, organizationslike Noor Al-Kafeelcanactivelyrespondtochangingmarketconditions, customerpreferences, andtechnologicaladvancements. Thisadaptabilitynotonlyallowsthemtosurvivebutalsothrive. Inthecontextofenhancingcustomerhope, thisstrategyhelpsbuildasenseoftrustandoptimismamongcustomers. Theconsistentefforttoimproveandinnovatecommunicatesacommitmenttotheirwell-being, fosteringasenseofhopethattheirneedswillbemeteffectively. Furthermore, the Red Queenstrategyencouragesongoingengagementwithcustomers, asorganizationsmustremainattentivetotheirevolvingexpectations. Thisinteractioncreatesafeedbackloopthatnotonlyimprovesproductorserviceofferingsbutalsostrengthenstherelationshipbetweentheinstitutionanditscustomers. Ascustomerswitnesstheinstitution'sdedicationtotheirsatisfactionandsuccess, theirtrustandhopeinthebrandgrow. Inpractice, the Red Queenstrategyinvolvesacommitmenttoadaptability, innovation, andcustomer-centricity. Thesefactorscollectivelycontributetocreatinganenvironmentinwhichcustomershavehopeforalastingandmutuallybeneficialrelationshipwiththeinstitution. It'snotmerelyaboutstayingaheadofthecompetitionbutaboutcontinuallymeetingandexceedingcustomerexpectations. Inthecontextof Noor Al-Kafeel Institutionfor Animaland Food Products, the Red Queenstrategyhasthepotentialtoserveasadrivingforceforlastingsuccessandthenurturingofcustomerhope. Byimplementingthisstrategyeffectivelyandconsistently, organizationscanfosteranenvironmentwherecustomershavefaithintheinstitution'sabilitytoadapt, thrive, and, mostimportantly, fulfilltheirneedsanddesires. Asmarketscontinuetoevolveandcustomerexpectationschange, embracingtheprinciplesofthe Red Queenstrategycanbeapowerfulmeansofensuringthattheinstitutionremainsnotonlyrelevantbutalsoasourceofhopeandsatisfactionforcustomers. Hypo Relationship Original Sample Sample Mean(M\Standard Deviation(STDEV\TStatistics PValues2.50%97.50%VIFF^2R^2Q^2H1-hop0.2740.3750.1651.7290.0020.0640.5641.0750.1840.2320.181H2H3-hop0.1860.3620.0421.3320.006-0.0120.5981.0450.177H4H5-hop0.3920.2650.1181.9530.0310.0060.5461.0880.099 International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com239|Page
  16. 6. References
  17. 1. Ahmadi A, Namamian F, Ghobadilemoki T. Phenomenologyofcustomerhopeforbankingservicesin Agricultural Bank(mixedapproach: phenomenology-structuralequationmodeling\. Political Sociologyof Iran.2023;5(11\:3007-40.
  18. 2. Ahn J. Roleofhopeandcompulsionfor CSRactivities2021;24(14\:1958-64.
  19. 3. Alhadrawi AKA, Ezzerouali S, Jawad AR, Saleh AB, Al-Hadrawi BK, Al-hadrawi KK. Unveilingextremism: leveragingdigitaldataminingstrategies. JEcohumanism.2024;3(7\:492-502.
  20. 4. Bapat D, Khandelwal R. Antecedentsandconsequencesofconsumerhopefordigitalpaymentappsservices. JServ Mark.2023;37(1\:110-27.
  21. 5. Barlow J. Dan Breznitzand Michael Murphree, Runofthe Red Queen. Interface: thejournalofeducation, communityandvalues.2011;11.
  22. 6. Barnett WP. The Red Queenamongorganizations: howcompetitivenessevolves. Princeton: Princeton University Press;2008.
  23. 7. Barnett WP, Hansen MT. The Red Queeninorganizationalevolution. Strateg Manag J.1996;17(S1\:139-57.
  24. 8. Barnett WP, Sorenson O. The Red Queeninorganizationalcreationanddevelopment. Ind Corp Change.2002;11(2\:289-325.
  25. 9. Becker L, Jaakkola E. Customerexperience: fundamentalpremisesandimplicationsforresearch. JAcad Mark Sci.2020;48:630-48.
  26. 10. Brewer J. Focusoncustomerservice. Libr Adm Manag.1995;9(4\:207-18.
  27. 11. Breznitz D, Murphree M. Runofthe Red Queen: government, innovation, globalization, andeconomicgrowthin China. New Haven: Yale University Press;2011.
  28. 12. Budiwati H. Commercialbanksversus BPR: advantagesbasedonperception, hopeandcustomerinterest. JIlmu Manaj Advantage.2017;1(2\:102-12.
  29. 13. Burk RA, Kallberg J. Bringonthecyberattackstheincreasedpredatorypoweroftherestrained Red Queeninanation-statecyberconflict. Cyber Def Rev.2016;1(2\:61-72.
  30. 14. Chakravorty SS, Hales DN. Sustainingprocessimprovement: the Red Queeneffect. Prod Plan Control.2016;27(7-8\:621-36.
  31. 15. Chen YJ, Liou WC, Chen YM, Wu JH. Frauddetectionforfinancialstatementsofbusinessgroups. Int JAccount Inf Syst.2019;32:1-23.
  32. 16. Cuevas S, Patel N, Thompson C, Petticrew M, Cummins S, Smith R, etal. Escapingthe Red Queen: healthasacorporatefoodmarketingstrategy. SSMPopul Health.2021;16:100953.
  33. 17. Cuthbertson R, Rusanen OA, Paavola L, editors. The Red Queenretailrace: aninnovationpandemicintheeraofdigitization. Oxford: Oxford University Press;2023.
  34. 18. De Onzo?o SI, Carmona S. ARed Queenapproachtothefadingmarginsofbusinesseducation. JManag Dev.2012;31(4\:386-97.
  35. 19. Delacour H, Liarte S. The Red Queeneffect: principle, summaryandimplicationsforstrategy. M@n@gement.2012;15(3\:314-31.
  36. 20. Derfus PJ, Maggitti PG, Grimm CM, Smith KG. The Red Queeneffect: competitiveactionsandfirmperformance. Acad Manag J.2008;51(1\:61-80.
  37. 21. Dewnarain S, Mavondo F, Ramkissoon H, Shaalan A. Aprofiledeviationapproachtoenhancingrelationshipmarketingoutcomes. JHosp Mark Manag.2023;1-20.
  38. 22. Eisingerich AB, Marchand A, Fritze MP, Dong L. Hookvs. hope: howtoenhancecustomerengagementthroughgamification. Int JRes Mark.2019;36(2\:200-15.
  39. 23. Fazal-e-Hasan SM, Ahmadi H, Kelly L, Lings IN. Theroleofbrandinnovativenessandcustomerhopeindevelopingonlinerepurchaseintentions. JBrand Manag.2019;26:85-98.
  40. 24. Fazal-e-Hasan SM, Ahmadi H, Mortimer G, Grimmer M, Kelly L. Examiningtheroleofconsumerhopeinexplainingtheimpactofperceivedbrandvalueoncustomerbrandrelationshipoutcomesinanonlineretailingenvironment. JRetail Consum Serv.2018;41:101-11.
  41. 25. Gentile C, Spiller N, Noci G. Howtosustainthecustomerexperience: anoverviewofexperiencecomponentsthatco-createvaluewiththecustomer. Eur Manag J.2007;25(5\:395-410.
  42. 26. Giachetti C, Lampel J, Pira SL. Red Queencompetitiveimitationinthe UKmobilephoneindustry. Acad Manag J.2017;60(5\:1882-914.
  43. 27. Hiscock P, Sterelny K. Red Queenin Australia. JAnthropol Archaeol.2023;70:101499.
  44. 28. Huang EY, Lin CY. Customer-orientedfinancialservicepersonalization. Ind Manag Data Syst.2005;105(1\:26-44.
  45. 29. Karatepe OM. Hope, workengagement, andorganizationallyvaluedperformanceoutcomes: anempiricalstudyinthehotelindustry. JHosp Mark Manag.2014;23(6\:678-98.
  46. 30. Kauffman SA. Escapingthe Red Queeneffect. Mc Kinsey Q.1995;(1\:118-30.
  47. 31. Kim J, Yang K, Min J, White B. Hope, fear, andconsumerbehavioralchangeamid COVID-19: applicationofprotectionmotivationtheory. Int JConsum Stud.2022;46(2\:558-74.
  48. 32. Kuziemko IM, Rapp GC. Customerracialdiscriminationin Major League Baseball: istherenohopeforequalpay.2001;7:119.
  49. 33. Kwon K, Kim C. Howtodesignpersonalizationinacontextofcustomerretention: whopersonalizeswhatandtowhatextent?Electron Commer Res Appl.2012;11(2\:101-16.
  50. 34. Langevoort DC. Sellinghope, sellingrisk: somelessonsforlawfrombehavioraleconomicsaboutstockbrokersandsophisticatedcustomers. Calif Law Rev.1996;84:627.
  51. 35. Liow LH, Van Valen L, Stenseth NC. Red Queen: frompopulationstotaxaandcommunities. Trends Ecol Evol.2011;26(7\:349-58.
  52. 36. Makhafola K, Anning-Dorson T. Ithembalilanyuka(hopeisrising\: respondingtocustomeremotionsduringuncertainties. In: Marketingcommunicationsinemergingeconomies, volume II: conceptualissuesandempiricalevidence. Cham: Palgrave Macmillan;2022. p.125-40.
  53. 37. Maloney WF. Constructionproduct/serviceandcustomersatisfaction. JConstr Eng Manag.2002;128(6\:522-9.
  54. 38. International Journalof Multidisciplinary Researchand Growth Evaluationwww. allmultidisciplinaryjournal. com240|Pageillustratedbythe Red Queenhypothesis. Probl Ekorozwoju.2023;18(1\.
  55. 39. Paavola L. Implementingstrategiestowinthe Red Queenretailrace. In: Cuthbertson R, Rusanen OA, Paavola L, editors. The Red Queenretailrace: aninnovationpandemicintheeraofdigitization. Oxford: Oxford University Press;2023. p.137-57.
  56. 40. Rammel C. Sustainabledevelopmentandinnovations: lessonsfromthe Red Queen. Int JSustain Dev.2003;6(4\:395-416.
  57. 41. Rastgar AA, Taheri G, Bagheri Garbollagh H, Solati Nejad O. Antecedentsandconsequencesofconsumerhopeforthebrandof Hydrodermwiththemoderatingroleofbrandcharisma. Cent Eur Bus Rev.2022;11(3\.
  58. 42. Ruhl JB, Salzman J. Mozartandthe Red Queen: theproblemofregulatoryaccretionintheadministrativestate. Georget Law J.2002;91:757.
  59. 43. Sultan YATH, Alhadrawi BKAAA. Thechameleonorganizationassumptionsandfuturesdigitalageorganization.2015.
  60. 44. Trivedi V, Banerji D, Yadav M. Expectingthesurprises: roleofhopeinconsumerrepurchaseintentionsinanonlineshoppingenvironment. JStrateg Mark.2021;1-23.
  61. 45. Van Valen L. The Red Queen. Am Nat.1977;111(980\:809-10.
  62. 46. Voelpel S, Leibold M, Tekie E, Von Krogh G. Escapingthe Red Queeneffectincompetitivestrategy: sense-testingbusinessmodels. Eur Manag J.2005;23(1\:37-49.
  63. 47. Watts T, Bowrey G, Mc Nair-Connolly CJ. Red Queentakeswhiteknight: thecommercialisationofaccountingeducationin Australia. Australas Account Bus Finance J.2015;9(3\:3-26.

Publication Information

Journal: International Journal of Multidisciplinary Research and Growth Evaluation (IJMRGE)

Publisher: Anfo Publication House

ISSN: 2582-7138 (Online)

Frequency: Bimonthly

Language: English

Open Access: Yes - This article is distributed under the terms of the Creative Commons Attribution 4.0 International License

Share This Article: