Me or information technology? Adoption of artificial intelligence in the delegation of personal strategic decisions

Artificial intelligence is revolutionizing the way we do business. Whereas both the adoption of technological innovations and strategic decision making have been subject to prior research, this experimental study is first to combine both. To understand the impact of choice complexity and cognitive perceptions on the willingness to delegate a strategic decision to an algorithm, we conducted an experiment with 310 participants. We find that although choice complexity has no effect, participants with low levels of situational awareness are more likely to delegate. The findings augment research on choice complexity in decision making by emphasizing the relevance of cognitive perceptions.     

On Some Characteristics of Gaussian Covariance Functions

The concepts of isotropy/anisotropy and separability/non‐separability of a covariance function are strictly related. If a covariance function is separable, it cannot be isotropic or geometrically anisotropic, except for the Gaussian covariance function, which is the only model both separable and isotropic. In this paper, some interesting results concerning the Gaussian covariance model and its properties related to isotropy and separability are given, and moreover, some examples are provided. Finally, a discussion on asymmetric models, with Gaussian marginals, is furnished and the strictly positive definiteness condition is discussed.     

How to approach business model innovation: the role of opportunities in times of (no) exogenous change

Firms need to show dynamic adaptability and innovate their business models to achieve survival and growth, in particular when they are exposed to high levels of exogenous change. However, business model innovation also takes place in the absence of exogenous change. We know relatively little about firms’ approaches to opportunities for business model innovation in both of these environmental settings. The objective of this study is to understand how firms exposed to various environmental conditions explore and exploit business model innovation opportunities. In a qualitative multiple case analysis, the study compares the approaches to business model innovation used by four firms exposed to high levels of exogenous change with those of four firms operating in the absence of exogenous change. The findings are contrasted with entrepreneurial opportunity discovery and creation theories. The results reveal that firms exposed to high levels of exogenous change focus on discovering objective opportunities, whereas firms operating in the absence of exogenous change concentrate on creating opportunities for business model innovation. However, this study revealed that when the firms further explore and exploit these opportunities, they tend to combine the behaviours that the two opportunity perspectives suggest. This study contributes to the literature on business model innovation by emphasising the relationship between environmental context and approach to business model innovation and by reinforcing the link with entrepreneurship theory.     

The employee brand: Is yours an all-star?

In this article, a typology is presented which will help organizations better reflect the brand image they desire. The assisting typology is based on the extent to which employees know and understand the organization's mission, values, and desired brand image, and the degree to which they perceive their psychological contracts with the organization as being honored. Organizations can be classified as all-stars, rookies, injured reserves, or strike-out kings, based on the characteristics of a preponderance of their employees. As categorized, rookie organizations cannot deliver the desired brand image because most of their employees lack the knowledge and understanding to do so. Injured reserve organizations, on the other hand, cannot achieve the same because firm employees perceive their psychological contracts with the organization as having been violated, which renders the individuals unwilling and unmotivated. For their part, strike-out king organizations share rookie and injured reserve organizations' worst characteristics. Finally, and conversely, all-star organizations consistently deliver the desired brand image to others because their employees are both able and motivated to do so. To help firms attain this highly desired status, specific guidelines are presented herein which may help organizations become “all-stars” in their own right.     

The efficient hedging problem for American options

In this paper, we prove the existence of efficient partial hedging strategies for a trader unable to commit the initial minimal amount of money needed to implement a hedging strategy for an American option. The attitude towards the shortfall is modeled in terms of a decreasing and convex risk functional satisfying a lower semicontinuity property with respect to the Fatou convergence of stochastic processes. Some relevant examples of risk functionals are analyzed. Numerical computations in a discrete-time market model are provided. In a Lévy market, an approximating solution is given assuming discrete-time trading.     

Monotone dependence in graphical models for multivariate Markov chains

We show that a deeper insight into the relations among marginal processes of a multivariate Markov chain can be gained by testing hypotheses of Granger noncausality, contemporaneous independence and monotone dependence. Granger noncausality and contemporaneous independence conditions are read off a mixed graph, and the dependence of an univariate component of the chain on its parents—according to the graph terminology—is described in terms of stochastic dominance criteria. The examined hypotheses are proven to be equivalent to equality and inequality constraints on some parameters of a multivariate logistic model for the transition probabilities. The introduced hypotheses are tested on real categorical time series.     

Time to work or time to play: The effect of student employment on homework,sleep, and screen time

We use detailed time-diary information on high school students’ daily activities from the 2003–2008 American Time Use Surveys (ATUS) to investigate the effects of employment on the time a student spends on homework and other major activities. Time-diary data are more detailed and accurate than data derived from responses to “usual activity” survey questions underlying other analyses and capture the immediate effects of working that may well accumulate over time to affect future outcomes. Our results suggest that employment decreases the time that high school students spend on homework, which is human-capital building, on all days, but also decreases screen time on non-school days, which may be considered unproductive time. Employed teens get more than the recommended amount of sleep on school days, and only slightly less on non-school days.     

The mobile shopping revolution: Redefining the consumer decision process

The use of mobile devices by consumers and the accompanying response by retailers is rapidly revolutionizing the retail environment. In the past, retailers have focused primarily on the outcome (to purchase or not to purchase) of the consumer decision process, but now mobile technologies give retailers the opportunity to more actively influence the entire consumer decision-making processes. The increasing use of mobile devices by consumers makes shopping a continuous rather than discrete activity that requires retailers to engage with their customers at critical touch points of the decision process in order to provide a more customer-centric experience. This change in focus from the decision outcome to the decision process signifies an important paradigm shift for the retailing industry. After an extensive review of the literature, we identify four pillars that form the foundation for the mobile shopping revolution and represent the essential ways and means through which retailers can engage with consumers during the decision process. We also discuss the different areas in which the pillars can enable retailers to achieve a sustainable competitive advantage in the mobile shopping era.