How to Rejuvenate Traditional Markets

How to Rejuvenate Traditional Markets | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article How to Rejuvenate Traditional Markets Denny Andriana, Julia A Smith, Gavin C Reid This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-1993461/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract We propose a research agenda for exploring the efficacy of indigenous markets, with pasar in Indonesia as an example. The piecemeal application of policies across multiple provinces has been variable in its success. Indonesia offers a rich and varied palette of research projects, aimed at exploring the unique marketplace phenomenon of pasar. Our initial finding is that there is a considerable advantage of Jakarta over Bandung pasar, in terms of both tangible and intangible measures of quality. Article Type: Research Corner Accounting Other Economics Indigenous markets service quality merchants Introduction Indonesia has a turbulent history, leading to many legacies including local markets, called pasar. After independence in 1945, following Dutch colonization from 1800, and Japanese occupation in WW2, Indonesia was ruled by the ‘New Order’ from 1965 until 1998. Then, the country was heavily monitored and controlled centrally. Unfortunately, this bureaucratic centralization steadily diminished the quality and timeliness of public services. When the authoritarian regime ended in 1998, decentralization offered transformative opportunities. The new regime created local governments in every city and province, with greater authority over their own political and financial resources. Thus, local government became more aware of and closer to citizens. Reciprocally, citizens came to expect higher-quality services, greater transparency, and improved accountability (Lewis, 2017 ; Miao et al., 2019 ). For over ten centuries, pasar were the only markets selling necessities locally. Culturally and economically pasar have been important institutions but, despite their marketplace dominance, Indonesian society has viewed them negatively. For example, the sometimes-unhygienic environments made pasar unpleasant to visit. The evolution of these ‘tired’ traditional markets has engendered increasing dissatisfaction, by merchants and customers alike, with central and regional Government. Administrative Systems In Indonesia The collapse of Suharto’s regime and subsequent decentralization in 1998 created a tremendous change in Indonesia’s socio-political situation. The Government reduced its role in the economy, shifting towards market mediation within a globalized open system (Lewis, 2017 ). Previously, state-owned and locally-owned enterprises were expected to support Indonesia’s regional development. This sometimes foundered due to a lack of professional management. Consequently, the Government promoted privatization of public enterprises, hoping market-based incentives would improve economic performance. Thus, modern markets emerged in Indonesia, from the late 1990s. This affected the management and operation of pasar, as regards sustainability and decentralization, and created a context where local government had increased authority, politically and financially (Lewis, 2017 ). As decentralization increased, the Government issued a law giving governors, mayors, or regents greater powers, and creating a higher level of political influence, which remains intact today. Throughout Indonesia, pasar are now one of the most important public resources that the State funds. Where pasar were underperforming, new legislation held Governors accountable, signaling serious intent to meet public demand for better services. The above suggest the following research questions: Whilst decentralization was intended to improve economic efficiency, has it in fact had a detrimental impact upon the traditional markets (pasar) of Indonesia? Are these effects experienced across all provinces of the country, or does the differing legislation permit some markets to perform better than others? With the increase in urbanization in Indonesia and the associated developments of modern markets, should Government continue to support pasar, as the people would wish? Current Traditional Markets The transformation of pasar to more market mediated entities allows them simultaneously to serve the public and to make a profit. As in all free markets, the fundamental way of making a profit is by offering and selling products and services that best satisfy their customers. This incentivizes merchants to compete with one another by striving hard to please their customers. Such a transformation of pasar goals and structure has been the goal of numerous decrees of Central Government. They are implemented by supervisory boards, appointed by the governors to supervise and advise the merchants trading in pasar. Despite the similar structures of diverse pasar, the challenges and efforts to sustain their existence vary greatly. In their many forms, the threats from modern markets such as hypermarkets and supermarkets, are profound (Najib and Sosianika, 2017 ). They have become popular in developing countries since the 1990s, and continue today in Asian countries such as China, Indonesia, Malaysia, India, and Vietnam (Schmitt, 2015 ). The main threat to the existence of pasar is modern markets, which generally offer a better environment and atmosphere for shopping, providing customers with attractive alternatives. Modern market practices implement up-to-date organizational and management theories to provide customers with diverse and high-quality products. As pasar offer essentially a form of retail business, modern markets can readily compete vigorously by offering customers superior services (Najib and Sosianika, 2017 ). Further, as modern markets increase, customers have access to more alternatives when choosing where to shop, which threatens the existence of pasar in Indonesia’s urban shopping areas. Pasar have long been perceived as unhygienic, making them unattractive and unpleasant places to visit. This negative image blunts the current competitiveness of pasar, driving potential customers to modern markets. For example, in large urban communities like Jakarta and Bandung, the younger generations greatly value the neatness of modern markets (Miao et al., 2019 ), over the perceived sloppiness of pasar (Prabowo and Rahadi, 2015 ). Despite lower prices in pasar, they now prefer a fixed price for goods in modern markets and are disinclined to bargain. This market phenomenon of abandoning pasar in favor of modern markets is well known in Indonesia. Its speed of advance has accelerated because of local and nationwide media reporting very poor physical conditions in some pasar. Yet attitude polls suggest that the public believes pasar should be preserved (Prabowo and Rahadi, 2015 ). As of 2018, pasar comprised 2.5 million merchants spread throughout 14,182 units in Indonesia. The Indonesian government has issued many laws to improve the management of pasar. Their role in the development of pasar is significant, in terms of financial resources (e.g., rents for stalls, taxes). This signals their importance to Indonesia’s polity. Under these regulations, local government is responsible for merchants’ competence and the management of pasar. In return, merchants and pasar managers have the right to support from local government. Despite this regulatory activism, progress has been slow, with merchant resistance hindering implementation. This has hampered the modernization or revitalization of pasar. How Does Quality Of Service Affect Pasar? Here, further empirical research is called for e.g., to measure customers’ perceptions of quality, intent to repurchase, and loyalty etc. (cf. Parasuraman et al.,1985). This research should relate to both tangible (e.g. access) and intangible (e.g. kindness) factors. For both customers and merchants, it is worth exploring whether differences exist because of inherent characteristics like gender, location etc (cf. Helgesen and Nesset, 2010 ; Schmitt, 2015 ). As an indication of what is possible, we reference ongoing research by the authors, which has a fieldwork element, conducted in Indonesian (Bahasa). This involved pasar stakeholders rating the perceived quality of pasar on 24 attributes, using a five-point Likert scale (See Table 1). Evidence was obtained from two pasar in Jakarta, and three in Bandung. Eight key measures are presented in Table 1, under Tangible and Intangible headings, showing t-statistics for testing the difference between means between the Jakarta and Bandung samples. The quality ratings for Jakarta pasar are all significantly better than for Bandung. In the Indonesian media, press and digital, the premier pasar are conventionally considered to be in Jakarta. It is both the regional and national capital, and their pasar probably warrant – and get - more support as recognized ‘national champions.’ Certainly, this presumption is affirmed empirically by our brief study. There is much more that can still be done in this vein, hopefully using the research referred to in this article as a stepping-stone. Declarations Ethical Approval Ethics approval was granted from the Ethics Committee of the host University, for the instrumentation (e.g. questions posed), the individuals being approached (and potential sensitivity thereof), and the data sought (including possible commercial sensitivity) during the fieldwork. In addition, one of the procedures that the fieldworker had to complete before the interviews with all respondents, and all other fieldwork activities, as an Indonesian national, was to obtain approval from the Ministry of Internal Affairs Republic of Indonesia, stating the province (region), the objective of the research, the main questions of the interviews, the proposal draft (background, literature reviews, research method), and other necessary information. Further, this Ministry required this fieldworker to send the project proposal draft and the ‘big picture’ of the research objectives to the local government (Jakarta and Bandung) and to the pasar head offices (Jakarta and Bandung). As a result, all respondents understood: the fieldwork access had Ministry approval; the interviewees already knew what to expect in the interviews; and the interviews were undertaken for research work which would go into the public domain, and could, in principle, be publish. Indeed, respondents all asked for a copy of the research, were it to be published. All interviewees agreed to the interviews being recorded, and their assent to participate on the terms mentioned above was part of what was recorded on tape. Conflict of interest The authors have no conflict of interest to declare. References Andriana, D., Smith, J.A. & Reid, G.C. (2022). The Challenges Facing Pasar Accountability, University of Strathclyde Dataset: https://doi.org/10.15129/e840bd2a-6597-4e64-8656-e6eeedf3bc3d Ertekin, N., Ketzenberg, M.E., & Heim, G.R. (2020). Assessing impacts of store and salesperson dimensions of retail service quality on consumer returns. Production and Operations Management, 29(5), 1232-1255. https://doi.org/10.1111/poms.13077 Helgesen, Ø. and Nesset, E. (2010). Gender, store satisfaction and antecedents: A case study of a grocery store, Journal of Consumer Marketing, 27(2), pp. 114–126. http://dx.doi.org/10.1108/07363761011027222 Lewis, B.D. (2017). Local government spending and service delivery in Indonesia: the perverse effects of substantial fiscal resources, Regional Studies, 51:11, 1695-1707. https://10.1080/00343404.2016.1216957 Miao, C., Barone, M. J., Qian, S., & Humphrey, R. H. (2019). Emotional intelligence and service quality: a meta-analysis with initial evidence on cross-cultural factors and future research directions. Marketing Letters, 30(3), 335-347. https://doi.org/10.1007/s11002-019-09495-7 Najib, M. and Sosianika, A. (2017). Retail Service Quality in Indonesia: Traditional Market Vs. Modern Market, Academy of Marketing Studies Journal, 21(2), 1-12. Parasuraman, A., Zeithaml, V. A. and Berry, L. L. (1985). A Conceptual Model of Service Quality and Its Implications for Future Research, The Journal of Marketing, 49(4), pp. 41–50. http://dx.doi.org/10.1177/002224298504900403 Prabowo, F. S. A. and Rahadi, R. A. (2015). David vs. Goliath: Uncovering the Future of Traditional Markets in Indonesia, Mediterranean Journal of Social Sciences, 6(5), pp. 28–36. http://dx.doi.org/10.5901/mjss.2015.v6n5p28 Schmitt, B. (2015). The “new wave” in studying Asian markets and consumers. Marketing Letters, 26(3), 261-264. https://doi.org/10.1007/s11002-015-9364-z Tables Table 1 Comparison of Perceived Quality: Jakarta vs Bandung (t-tests of means) Quality Measure Jakarta (mean) Bandung (mean) Significance Tangible Arrangement of the stalls 3.94 3.20 p ***< 0.001 Brightness of the pasar 4.00 3.47 p *** <0.001 Zoning (by product) arrangement of stalls 3.99 2.96 p *** <0.001 Access to the pasar 4.11 3.47 p *** <0.001 Intangible Hospitality of pasar management 3.70 3.13 p *** <0.001 Kind attention given to customers 3.86 3.30 p *** <0.001 Support of merchant’s business expansion 3.71 3.23 p *** <0.001 Promoting the pasar as a good place to do business 3.84 3.11 p *** <0.001 *** Sig. at 1% level Source : Andriana et al. (2022) Notes to Table 1 Sample sizes N J = 205, N B = 215; J = Jakarta, B = Bandung 24 attributes used of which eight in Table 1; all remaining attributes are significantly superior for J compared to B Answers on pasar, perceived quality attributes on a five-point Likert scale: poor = 1, fair = 2, average = 3, good = 4, excellent = 5 Interviews with stakeholders in Indonesian (Bahasa). Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. 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Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-1993461","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":131317507,"identity":"d88725e0-1761-4536-a1f7-e01b09780c42","order_by":0,"name":"Denny Andriana","email":"","orcid":"https://orcid.org/0000-0003-3167-0261","institution":"Universitas Pendidikan Indonesia","correspondingAuthor":false,"submittingAuthor":false,"prefix":"","firstName":"Denny","middleName":"","lastName":"Andriana","suffix":""},{"id":131317508,"identity":"9a60352b-63a5-400d-ada8-3654f2d7f322","order_by":1,"name":"Julia A Smith","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAABAklEQVRIiWNgGAWjYBACxgbmhgMgBhsDD+MDsJAERMYAtxZGqBY2HmYDhgQGBh5CWkCaIDQbD5sEUVqYZyQ2HvjBUBfNJ997rPLnj3vy9tINjB9+MBw2xmnHjMSGgz0Mh3Pb2PjSbvMkFBv2yBxglgSKmOHTcoCH4QBQC4/ZbYaEBMYeiQQGaQaGwzZ4bfnDUAfWUvgjIcEeqIX5NyEth3kYmMFaGHgSEhKBWthAtuB2WM/DhsMyBiC/5BhL86QlJPfcSGyz7DFIx+l9w/bkwx/fVNTlzm8+Y/jxh02CbfuM5MM3flRYGzbg0gKWQI0DUEzhiUh53FKjYBSMglEwCqAAANakUpBXXF67AAAAAElFTkSuQmCC","orcid":"https://orcid.org/0000-0002-6186-1723","institution":"University of Strathclyde; and ESSCA School of Management, Angers, France.","correspondingAuthor":true,"submittingAuthor":false,"prefix":"","firstName":"Julia","middleName":"A","lastName":"Smith","suffix":""},{"id":131318302,"identity":"cdf119a2-97a2-4769-85fc-f4397542fc42","order_by":2,"name":"Gavin C Reid","email":"","orcid":"https://orcid.org/0000-0002-9446-9760","institution":"University of St Andrews; Centre for Business Research, Cambridge Judge Business School, University of Cambridge; and ESSCA School of Management, Angers, France.","correspondingAuthor":false,"submittingAuthor":false,"prefix":"","firstName":"Gavin","middleName":"C","lastName":"Reid","suffix":""}],"badges":[],"createdAt":"2022-08-24 10:40:42","currentVersionCode":1,"declarations":{"humanSubjects":true,"vertebrateSubjects":false,"conflictsOfInterestStatement":true,"humanSubjectEthicalGuidelines":true,"humanSubjectConsent":true,"humanSubjectClinicalTrial":false,"humanSubjectCaseReport":false,"vertebrateSubjectEthicalGuidelines":false,"coiExplicitlySet":false},"doi":"10.21203/rs.3.rs-1993461/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-1993461/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":25719623,"identity":"ecbab71b-14c9-4fbe-9423-c2fdb53ae774","added_by":"auto","created_at":"2022-08-26 17:04:09","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":296114,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-1993461/v1/00139616-0039-46d5-afed-8e589e28fcdd.pdf"}],"financialInterests":"","formattedTitle":"\u003cp\u003eHow to Rejuvenate Traditional Markets\u003c/p\u003e","fulltext":[{"header":"Introduction","content":"\u003cp\u003eIndonesia has a turbulent history, leading to many legacies including local markets, called pasar. After independence in 1945, following Dutch colonization from 1800, and Japanese occupation in WW2, Indonesia was ruled by the \u0026lsquo;New Order\u0026rsquo; from 1965 until 1998. Then, the country was heavily monitored and controlled centrally. Unfortunately, this bureaucratic centralization steadily diminished the quality and timeliness of public services. When the authoritarian regime ended in 1998, decentralization offered transformative opportunities. The new regime created local governments in every city and province, with greater authority over their own political and financial resources. Thus, local government became more aware of and closer to citizens. Reciprocally, citizens came to expect higher-quality services, greater transparency, and improved accountability (Lewis, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Miao et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eFor over ten centuries, pasar were the only markets selling necessities locally. Culturally and economically pasar have been important institutions but, despite their marketplace dominance, Indonesian society has viewed them negatively. For example, the sometimes-unhygienic environments made pasar unpleasant to visit. The evolution of these \u0026lsquo;tired\u0026rsquo; traditional markets has engendered increasing dissatisfaction, by merchants and customers alike, with central and regional Government.\u003c/p\u003e"},{"header":"Administrative Systems In Indonesia","content":"\u003cp\u003eThe collapse of Suharto\u0026rsquo;s regime and subsequent decentralization in 1998 created a tremendous change in Indonesia\u0026rsquo;s socio-political situation. The Government reduced its role in the economy, shifting towards market mediation within a globalized open system (Lewis, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Previously, state-owned and locally-owned enterprises were expected to support Indonesia\u0026rsquo;s regional development. This sometimes foundered due to a lack of professional management. Consequently, the Government promoted privatization of public enterprises, hoping market-based incentives would improve economic performance. Thus, modern markets emerged in Indonesia, from the late 1990s. This affected the management and operation of pasar, as regards sustainability and decentralization, and created a context where local government had increased authority, politically and financially (Lewis, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2017\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAs decentralization increased, the Government issued a law giving governors, mayors, or regents greater powers, and creating a higher level of political influence, which remains intact today. Throughout Indonesia, pasar are now one of the most important public resources that the State funds. Where pasar were underperforming, new legislation held Governors accountable, signaling serious intent to meet public demand for better services.\u003c/p\u003e \u003cp\u003eThe above suggest the following research questions:\u003c/p\u003e \u003cp\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003e \u003cb\u003eWhilst decentralization was intended to improve economic efficiency, has it in fact had a detrimental impact upon the traditional markets (pasar) of Indonesia?\u003c/b\u003e \u003c/p\u003e \u003c/li\u003e \u003cli\u003e \u003cp\u003e \u003cb\u003eAre these effects experienced across all provinces of the country, or does the differing legislation permit some markets to perform better than others?\u003c/b\u003e \u003c/p\u003e \u003c/li\u003e \u003cli\u003e \u003cp\u003e \u003cb\u003eWith the increase in urbanization in Indonesia and the associated developments of modern markets, should Government continue to support pasar, as the people would wish?\u003c/b\u003e \u003c/p\u003e \u003c/li\u003e \u003c/ul\u003e \u003c/p\u003e"},{"header":"Current Traditional Markets","content":"\u003cp\u003eThe transformation of pasar to more market mediated entities allows them simultaneously to serve the public and to make a profit. As in all free markets, the fundamental way of making a profit is by offering and selling products and services that best satisfy their customers. This incentivizes merchants to compete with one another by striving hard to please their customers. Such a transformation of pasar goals and structure has been the goal of numerous decrees of Central Government. They are implemented by supervisory boards, appointed by the governors to supervise and advise the merchants trading in pasar.\u003c/p\u003e \u003cp\u003eDespite the similar structures of diverse pasar, the challenges and efforts to sustain their existence vary greatly. In their many forms, the threats from modern markets such as hypermarkets and supermarkets, are profound (Najib and Sosianika, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). They have become popular in developing countries since the 1990s, and continue today in Asian countries such as China, Indonesia, Malaysia, India, and Vietnam (Schmitt, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe main threat to the existence of pasar is modern markets, which generally offer a better environment and atmosphere for shopping, providing customers with attractive alternatives. Modern market practices implement up-to-date organizational and management theories to provide customers with diverse and high-quality products. As pasar offer essentially a form of retail business, modern markets can readily compete vigorously by offering customers superior services (Najib and Sosianika, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Further, as modern markets increase, customers have access to more alternatives when choosing where to shop, which threatens the existence of pasar in Indonesia\u0026rsquo;s urban shopping areas.\u003c/p\u003e \u003cp\u003ePasar have long been perceived as unhygienic, making them unattractive and unpleasant places to visit. This negative image blunts the current competitiveness of pasar, driving potential customers to modern markets. For example, in large urban communities like Jakarta and Bandung, the younger generations greatly value the neatness of modern markets (Miao et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), over the perceived sloppiness of pasar (Prabowo and Rahadi, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Despite lower prices in pasar, they now prefer a fixed price for goods in modern markets and are disinclined to bargain. This market phenomenon of abandoning pasar in favor of modern markets is well known in Indonesia. Its speed of advance has accelerated because of local and nationwide media reporting very poor physical conditions in some pasar. Yet attitude polls suggest that the public believes pasar should be preserved (Prabowo and Rahadi, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAs of 2018, pasar comprised 2.5\u0026nbsp;million merchants spread throughout 14,182 units in Indonesia. The Indonesian government has issued many laws to improve the management of pasar. Their role in the development of pasar is significant, in terms of financial resources (e.g., rents for stalls, taxes). This signals their importance to Indonesia\u0026rsquo;s polity. Under these regulations, local government is responsible for merchants\u0026rsquo; competence and the management of pasar. In return, merchants and pasar managers have the right to support from local government. Despite this regulatory activism, progress has been slow, with merchant resistance hindering implementation. This has hampered the modernization or revitalization of pasar.\u003c/p\u003e"},{"header":"How Does Quality Of Service Affect Pasar?","content":"\u003cp\u003eHere, further empirical research is called for e.g., to measure customers\u0026rsquo; perceptions of quality, intent to repurchase, and loyalty etc. (cf. Parasuraman et al.,1985). This research should relate to both tangible (e.g. access) and intangible (e.g. kindness) factors. For both customers and merchants, it is worth exploring whether differences exist because of inherent characteristics like gender, location etc (cf. Helgesen and Nesset, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Schmitt, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAs an indication of what is possible, we reference ongoing research by the authors, which has a fieldwork element, conducted in Indonesian (Bahasa). This involved pasar stakeholders rating the perceived quality of pasar on 24 attributes, using a five-point Likert scale (See Table\u0026nbsp;1). Evidence was obtained from two pasar in Jakarta, and three in Bandung. Eight key measures are presented in Table\u0026nbsp;1, under \u003cem\u003eTangible\u003c/em\u003e and \u003cem\u003eIntangible\u003c/em\u003e headings, showing t-statistics for testing the difference between means between the Jakarta and Bandung samples.\u003c/p\u003e \u003cp\u003eThe quality ratings for Jakarta pasar are all significantly better than for Bandung. In the Indonesian media, press and digital, the premier pasar are conventionally considered to be in Jakarta. It is both the regional and national capital, and their pasar probably warrant \u0026ndash; and get - more support as recognized \u0026lsquo;national champions.\u0026rsquo; Certainly, this presumption is affirmed empirically by our brief study. There is much more that can still be done in this vein, hopefully using the research referred to in this article as a stepping-stone.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eEthical Approval\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eEthics approval was granted from the Ethics Committee of the host University, for the instrumentation (e.g. questions posed), the individuals being approached (and potential sensitivity thereof), and the data sought (including possible commercial sensitivity) during the fieldwork. In addition, one of the procedures that the fieldworker had to complete before the interviews with all respondents, and all other fieldwork activities, as an Indonesian national, was to obtain approval from the Ministry of Internal Affairs Republic of Indonesia, stating the province (region), the objective of the research, the main questions of the interviews, the proposal draft (background, literature reviews, research method), and other necessary information.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eFurther, this Ministry required this fieldworker to send the project proposal draft and the \u0026lsquo;big picture\u0026rsquo; of the research objectives to the local government (Jakarta and Bandung) and to the pasar head offices (Jakarta and Bandung). As a result, all respondents understood: the fieldwork access had Ministry approval; the interviewees already knew what to expect in the interviews; and the interviews were undertaken for research work which would go into the public domain, and could, in principle, be publish. Indeed, respondents all asked for a copy of the research, were it to be published. All interviewees agreed to the interviews being recorded, and their assent to participate on the terms mentioned above was part of what was recorded on tape.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConflict of interest\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eThe authors have no conflict of interest to declare.\u003c/p\u003e"},{"header":"References","content":"\u003cp\u003eAndriana, D., Smith, J.A. \u0026amp; Reid, G.C. (2022). The Challenges Facing Pasar Accountability, University of Strathclyde Dataset:\u0026nbsp;\u003ca href=\"https://doi.org/10.15129/e840bd2a-6597-4e64-8656-e6eeedf3bc3d\"\u003ehttps://doi.org/10.15129/e840bd2a-6597-4e64-8656-e6eeedf3bc3d\u003c/a\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eErtekin, N., Ketzenberg, M.E., \u0026amp; Heim, G.R. (2020). Assessing impacts of store and salesperson dimensions of retail service quality on consumer returns. Production and Operations Management, 29(5), 1232-1255.\u0026nbsp;\u003ca href=\"https://doi.org/10.1111/poms.13077\"\u003ehttps://doi.org/10.1111/poms.13077\u003c/a\u003e\u003c/p\u003e\n\u003cp\u003eHelgesen, \u0026Oslash;. and Nesset, E. (2010). Gender, store satisfaction and antecedents: A case study of a grocery store, Journal of Consumer Marketing, 27(2), pp. 114\u0026ndash;126.\u0026nbsp;\u003ca href=\"http://dx.doi.org/10.1108/07363761011027222\"\u003ehttp://dx.doi.org/10.1108/07363761011027222\u003c/a\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eLewis, B.D. (2017). Local government spending and service delivery in Indonesia: the perverse effects of substantial fiscal resources, Regional Studies, 51:11, 1695-1707.\u0026nbsp;\u003ca href=\"https://10.1080/00343404.2016.1216957\"\u003ehttps://10.1080/00343404.2016.1216957\u003c/a\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eMiao, C., Barone, M. J., Qian, S., \u0026amp; Humphrey, R. H. (2019). Emotional intelligence and service quality: a meta-analysis with initial evidence on cross-cultural factors and future research directions. Marketing Letters, 30(3), 335-347.\u0026nbsp;\u003ca href=\"https://doi.org/10.1007/s11002-019-09495-7\"\u003ehttps://doi.org/10.1007/s11002-019-09495-7\u003c/a\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eNajib, M. and Sosianika, A. (2017). Retail Service Quality in Indonesia: Traditional Market Vs. Modern Market, Academy of Marketing Studies Journal, 21(2), 1-12.\u003c/p\u003e\n\u003cp\u003eParasuraman, A., Zeithaml, V. A. and Berry, L. L. (1985). A Conceptual Model of Service Quality and Its Implications for Future Research, The Journal of Marketing, 49(4), pp. 41\u0026ndash;50.\u0026nbsp;\u003ca href=\"http://dx.doi.org/10.1177/002224298504900403\"\u003ehttp://dx.doi.org/10.1177/002224298504900403\u003c/a\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003ePrabowo, F. S. A. and Rahadi, R. A. (2015). David vs. Goliath: Uncovering the Future of Traditional Markets in Indonesia, Mediterranean Journal of Social Sciences, 6(5), pp. 28\u0026ndash;36.\u0026nbsp;\u003ca href=\"http://dx.doi.org/10.5901/mjss.2015.v6n5p28\"\u003ehttp://dx.doi.org/10.5901/mjss.2015.v6n5p28\u003c/a\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eSchmitt, B. (2015). The \u0026ldquo;new wave\u0026rdquo; in studying Asian markets and consumers.\u0026nbsp;Marketing Letters,\u0026nbsp;26(3), 261-264.\u0026nbsp;\u003ca href=\"https://doi.org/10.1007/s11002-015-9364-z\"\u003ehttps://doi.org/10.1007/s11002-015-9364-z\u003c/a\u003e\u0026nbsp;\u003c/p\u003e"},{"header":"Tables","content":"\u003cp style='margin-top:0in;margin-right:0in;margin-bottom:8.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cstrong\u003e\u003cspan style='font-size:16px;line-height:150%;font-family:\"Times New Roman\",serif;'\u003eTable 1\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:center;'\u003e\u003cstrong\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003eComparison of Perceived Quality: Jakarta vs Bandung\u0026nbsp;\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:center;'\u003e\u003cstrong\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e(t-tests of means)\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n\u003cp style='margin-top:0in;margin-right:0in;margin-bottom:8.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-size:16px;line-height:150%;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n\u003ctable style=\"width:467.8pt;border-collapse:collapse;border:none;\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;border-color: windowtext currentcolor;border-style: solid none;border-width: 1pt medium;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cstrong\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003eQuality Measure\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;border-color: windowtext currentcolor;border-style: solid none;border-width: 1pt medium;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cstrong\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003eJakarta (mean)\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;border-color: windowtext currentcolor;border-style: solid none;border-width: 1pt medium;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cstrong\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003eBandung (mean)\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;border-color: windowtext currentcolor;border-style: solid none;border-width: 1pt medium;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cstrong\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003eSignificance\u003c/span\u003e\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;border: medium none;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:6.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cem\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003eTangible\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;border: medium none;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:6.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;border: medium none;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:6.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;border: medium none;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:6.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003eArrangement of the stalls\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.94\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.20\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u0026lt;\u003c/sup\u003e0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003eBrightness of the pasar\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e4.00\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.47\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u003c/sup\u003e\u0026lt;0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003eZoning (by product) arrangement of stalls\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.99\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e2.96\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u003c/sup\u003e\u0026lt;0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003eAccess to the pasar\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e4.11\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.47\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u003c/sup\u003e\u0026lt;0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cem\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cem\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003eIntangible\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003eHospitality of pasar management\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.70\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.13\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u003c/sup\u003e\u0026lt;0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003eKind attention given to customers\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.86\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.30\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u003c/sup\u003e\u0026lt;0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003eSupport of merchant\u0026rsquo;s business expansion\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.71\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.23\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u003c/sup\u003e\u0026lt;0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\" style=\"width: 170.1pt;border-color: currentcolor currentcolor windowtext;border-style: none none solid;border-width: medium medium 1pt;border-image: none 100% / 1 / 0 stretch;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom: 6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:16px;font-family: \"Times New Roman\",serif;'\u003ePromoting the pasar as a good place to do business\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 92.15pt;border-color: currentcolor currentcolor windowtext;border-style: none none solid;border-width: medium medium 1pt;border-image: none 100% / 1 / 0 stretch;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.84\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 97.05pt;border-color: currentcolor currentcolor windowtext;border-style: none none solid;border-width: medium medium 1pt;border-image: none 100% / 1 / 0 stretch;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003e3.11\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 108.5pt;border-color: currentcolor currentcolor windowtext;border-style: none none solid;border-width: medium medium 1pt;border-image: none 100% / 1 / 0 stretch;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:5.0pt;margin-right:0in;margin-bottom:6.0pt;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:16px;font-family:\"Times New Roman\",serif;'\u003ep\u003csup\u003e***\u003c/sup\u003e\u0026lt;0.001\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 127.6pt;border: medium none;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:13px;font-family:\"Times New Roman\",serif;'\u003e*** Sig. at 1% level\u003cem\u003e\u0026nbsp;\u003c/em\u003e\u003c/span\u003e\u003c/p\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cspan style='font-size:13px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd colspan=\"4\" style=\"width: 340.2pt;border: medium none;padding: 0in 5.4pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cem\u003e\u003cspan style='font-size:13px;font-family:\"Times New Roman\",serif;'\u003eSource\u003c/span\u003e\u003c/em\u003e\u003cspan style='font-size:13px;font-family:\"Times New Roman\",serif;'\u003e: Andriana et al. (2022)\u003c/span\u003e\u003c/p\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:13px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;text-align:right;'\u003e\u003cspan style='font-size:13px;font-family:\"Times New Roman\",serif;'\u003e\u0026nbsp;\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"border:none;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd style=\"border:none;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd style=\"border:none;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd style=\"border:none;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003ctd style=\"border:none;\"\u003e\u003cbr\u003e\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:15px;font-family:\"Calibri\",sans-serif;'\u003e\u003cem\u003e\u003cspan style='font-size:13px;font-family:\"Times New Roman\",serif;'\u003eNotes to Table 1\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n\u003col style=\"list-style-type: undefined;margin-left:-0.25in;\"\u003e\n \u003cli\u003e\u003cspan style='font-family:\"Times New Roman\",serif;font-size:13px;'\u003eSample sizes N\u003csub\u003eJ\u003c/sub\u003e = 205, N\u003csub\u003eB\u003c/sub\u003e = 215; J = Jakarta, B = Bandung\u003c/span\u003e\u003c/li\u003e\n \u003cli\u003e\u003cspan style='font-family:\"Times New Roman\",serif;font-size:13px;'\u003e24 attributes used of which eight in Table 1; all remaining attributes are significantly superior for J compared to B\u003c/span\u003e\u003c/li\u003e\n \u003cli\u003e\u003cspan style='font-family:\"Times New Roman\",serif;font-size:13px;'\u003eAnswers on pasar, perceived quality attributes on a five-point Likert scale: poor = 1, fair = 2, average = 3, good = 4, excellent = 5\u003c/span\u003e\u003c/li\u003e\n \u003cli\u003e\u003cspan style='font-family:\"Times New Roman\",serif;font-size:13px;'\u003eInterviews with stakeholders in Indonesian (Bahasa).\u0026nbsp;\u003c/span\u003e\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[{"identity":"ec723ad2-a098-41bb-bea0-7ca461760214","identifier":"10.13039/501100014538","name":"Lembaga Pengelola Dana Pendidikan","awardNumber":"n/a","order_by":0},{"identity":"7a0e6c5a-ceb4-4c1e-ba13-df98c2a194d3","identifier":"10.13039/501100006413","name":"Fondation Maison des Sciences de l’Homme","awardNumber":"Associate Research Directors Programme ","order_by":1},{"identity":"49889644-a7c9-4713-853c-68b96106608f","identifier":"10.13039/100008078","name":"University of Strathclyde","awardNumber":"Global Engagements Fund","order_by":2}],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"University of Strathclyde","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Indigenous markets, service quality, merchants","lastPublishedDoi":"10.21203/rs.3.rs-1993461/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-1993461/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eWe propose a research agenda for exploring the efficacy of indigenous markets, with pasar in Indonesia as an example. The piecemeal application of policies across multiple provinces has been variable in its success. Indonesia offers a rich and varied palette of research projects, aimed at exploring the unique marketplace phenomenon of pasar. Our initial finding is that there is a considerable advantage of Jakarta over Bandung pasar, in terms of both tangible and intangible measures of quality.\u003c/p\u003e\u003cp\u003e\u003cbr\u003e\u003c/p\u003e\u003cp\u003eArticle Type: Research Corner\u003c/p\u003e","manuscriptTitle":"How to Rejuvenate Traditional Markets","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2022-08-26 17:04:06","doi":"10.21203/rs.3.rs-1993461/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"700e770b-f966-4210-908b-3f46406e7193","owner":[],"postedDate":"August 26th, 2022","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":15010866,"name":"Accounting"},{"id":15010867,"name":"Other Economics"}],"tags":[],"updatedAt":"2022-08-26T17:04:06+00:00","versionOfRecord":[],"versionCreatedAt":"2022-08-26 17:04:06","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-1993461","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-1993461","identity":"rs-1993461","version":["v1"]},"buildId":"7rjqhiLT3MXkJMwkYKINL","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}