Internet e-ethics in Confrontation with an Activists' Agenda: Yahoo! on Trial

A prolonged confrontation between Yahoo! Inc. and French activists who demand the removal of Nazi items from auction sites as well as restricted access to neo-Nazis sites is described and analyzed. We present the case up to the decision of Yahoo! Inc. to remove the items from yahoo.com following a French court's verdict against the firm. Using a business ethics approach, we distinguish legal, technical, philosophical and managerial issues involved in the case and their management by Yahoo! We conclude on the difficulty of governing relations with society from corporate and legal affairs departments at the headquarters level, and on the clash of two visions over the regulation of social freedom.     

Freedom of Expression,Internet Responsibility,and Business Ethics: The Yahoo! Saga and Its Implications

In the late 1990s, the Internet seemed a perfect medium for business: a facilitator of unlimited economical propositions to people without any regulatory limitations. Cases such as that of Yahoo! mark the beginning of the end of that illusion. They demonstrate that Internet service providers (ISPs) have to respect domestic state legislation in order to avoid legal risks. Yahoo! was wrong to ignore French national laws and the plea to remove Nazi memorabilia from its auction site. Its legal struggle proved futile and may have harmed its business. This essay argues for the adoption of standards of corporate social responsibility (CSR). CSR considerations may trump some forms of antisocial, highly offensive expression.     

A Strategic Perspective on Search Engines: Thought Candies for Practitioners and Researchers

Search engines, such as Google and Yahoo! Search, are more than just portals or information tools. In fact, they are agents of a transformation that is making the business environment more transparent, and thus, potentially more competitive. This new environment is creating opportunities and challenges for businesses of every stripe. In this paper, we explore the following topics: (1) what are search engines exactly, (2) what businesses can do with search engines, (3) how are, and how should, senior executives be viewing the strategic impact of search engines, and (4) what are some important research issues for academics and practitioners that would help us gain a better understanding of the strategic impact of search engines.     

The usage of online tourist information sources in tourist information search: an exploratory study

Tourist information search is a complex issue. This study contributes to the understanding of tourist information sources by comparing three online sources, that is, non-commercial travel blogs, Wikipedia and Yahoo! Knowledge+. A common denominator of a popular tourist information source is the presence of credible travel-oriented information, preferably in the form of personal experience or, if not so, carefully edited information. Entertainment and social networking elements can further enhance the information sources. If the destination is expensive and friends and relatives are not familiar with it, sources with strong networking element such as travel blog or edited information such as Wikipedia will be plus points. Online and non-online sources will co-exist and leisure tourists will continue to use a mixture of both to suit their needs in the foreseeable future.     

The medium-term effects of unavailability

This paper develops a new method of identifying why current product unavailability has an effect on future brand choices. If the impact is solely due to changing preferences, then all competitors of the unavailable item gain proportionally to their share; if, however, there is lock-in, then the competitor that is chosen instead of the unavailable product should gain disproportionately more. Denial of service attacks at Yahoo, CNN, and Amazon show that unavailability has a medium-term impact. Lock-in drives 51% of the effect on Yahoo, but it dissipates much more quickly than the effect of changing preferences. JEL Classification M3 · L8     

Human resource development to facilitate experiential learning: the case of Yahoo Japan

Although work experiences are recognized as important mechanisms for developing leaders in organizations, existing research has focused primarily on work assignments rather than on human resource development (HRD) systems that promote experiential learning of managers. The primary goal of this study was to develop an HRD model for facilitating experiential learning by examining the case of Yahoo Japan, which has transformed its HRD system based on experiential learning theory. The results indicate that Yahoo Japan has promoted experiential learning at the individual level by introducing new HRD systems consisting of four elements: reflection support (one‐on‐one meeting and coaching training), assignment support (HRD meeting and job rotation), assessment support (360‐degree appraisal and one‐on‐one meeting assessment) and visionary support (a vision and values). Although these elements are closely associated with each other, reflection support plays a key role in the HRD system. The proposed model is discussed from theoretical and practical viewpoints.     

Pricing of mall services in the presence of sales leakage

For a shopping mall, sales leakage occurs when consumer purchases facilitated by the mall are finalized outside it. These sales include, for example, catalog orders filled at the leased premises in a physical mall; For an Internet mall, they include the ones consumers make on an on-line store’s website after learning about the store from an Internet mall website. While these sales are difficult to track in the physical mall, Internet malls like Yahoo can track them by placing cookies on consumers when they visit the mall. The challenge for a mall owner then is to design an appropriate pricing model which takes sales leakage into account. In fact, Yahoo currently uses an All-Revenue-Share Fee with Yahoo collecting from on-line stores a share of all sales revenue, regardless of whether the purchase was made through the mall or directly from the store’s own URL. We explore this new All-Revenue-Share Fee model, compare it with the commonly used Fixed Fee model and the two-part tariff model, and identify the model with the highest profits for the mall under different conditions. We suggest that although an All-Revenue-Share Fee is appealing for Internet malls due to its ability to capture sales leakage directly, it may cause the stores to refrain from joining the mall in certain circumstances. Thus, in certain situations charging a fixed monthly fee can actually be more profitable for the mall versus the All-Revenue-Share Fee model. We also examine how mall and product category characteristics as well as market expansion affect the optimal pricing strategy. We show that a mall should price discriminate across product categories, not just by charging different amounts of fees, but by using different pricing models. Our research provides many managerial implications on how to price over time.     

浮华逝去 谁能拥抱纳市第二秋

2003年底,人们还在谈论互联网的春天何时来临时,唐越、鲍岳桥、张向宁等人聚首时却在列举哪几家公司不久将会在美国纳斯达克(NASDAQ)上市……正如人们所言:创造奇迹的互联网公司,毫无例外都是创新型的,尤其是有着核心技术的公司。网景、雅虎、亚马逊、Google如此,国内互联网公司同样如此。8月5日,百度公司在美国纳斯达克的成功上市,让我们不能不猜测下一个会是谁?是阿里巴巴?博客网?还是金山?也许只剩下也许……浮华逝去 谁能拥抱纳市第二秋     

It was 60 years ago today! Reflections on change in China: A decade framed by two parades

The lyrics below are mine but the tune is “Sgt. Pepper's Lonely Hearts Club Band.” Though you may have been born after this song hit the airwaves, this Beatles standard should be one of those melodies that is indelibly etched in your mind … so sing, and sing it loud:

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朱新礼 从农村来 奔农业去

汇源果汁老总,竟然在《乡村爱情交响曲》里客串自己!"当《乡村爱情交响曲》第9集一播出,眼尖的网友就认出,剧中想要在象牙山村建分厂的汇源果汁老板,就是汇源集团的董事长朱新礼本人。虽然被网友们戏称为"史上最牛客串",但《乡村爱情》系列剧中对于乡村遭遇经济巨变后的描述,以及生活富裕起来后的农民在心态上的微妙变化,真实而生动。而朱新礼的本色出演,也昭示了这位从农村走出来的企业家除了汇源果汁之外,回归农业开辟的另一块新版图:有机农业。     

市场调查报告

丽丽：早上好,David! 大卫：早!这几天都没有看到你。     

Simulating the Global Market Place

This review discusses one simulation that has potential value as an aid in teaching international business: The Management ofStrategy in a Global Market Place. The review describes the flow of decisions in the simulation, the interaction of the environment with the decision variables, and discusses both computer aspects -and associated role play. Student evaluations of an earlier version are presented and a comparison made to another new simulation, Export To Win!     

欢迎来到北京

二、入关 大卫：真想不到北京机场这么大! 李小姐：可不是!这几年北京发展得很快,已经成了一个现代化的城市了。     

Please smile,the CCTV is running!

This paper examines the use of closed-circuit television (CCTV) system notices in banks. This study was designed to measure the effect of the wording of CCTV notices on customer service quality expectations and purchase intent, while also considering the customer involvement as the moderating effects. Results show that customers, in expectation of better service quality, may be more likely to purchase the service when moderately worded CCTV notices (i.e. ‘please smile, the CCTV is running!’) had been employed in the bank rather than when the negatively worded CCTV notices (i.e. ‘Taping now! All your behaviour here is monitored by the CCTV system!’) are deployed. These effects were stronger in low-involvement situations. Implications of the findings and the future research directions are also discussed.     

Douglass C. North. Understanding the Process of Economic Change

Viewing recent economic history, no one can doubt that changinginstitutions to allow economic growth is "hard, really hard!"This latest work by Professor North attempts to explain justwhy it is so hard. Part I, "The Issues Involved in UnderstandingEconomic Growth," lays the basis for understanding why, oncehumans have created institutions and embedded them within acultural belief system, they are so difficult to change, evenwhen they become economically dysfunctional. Part II, "The RoadAhead," surveys specific examples of the difficulties encounteredin making the     

Secrets of Success from the Heathrow School of Management

Books reviewed in this article:
Stephen Covey, The 7 Habits of Highly Effective Managers: Powerful Lessons in Personal Change
Sam Deep and Lyle Sussman, Act on It! Solving 101 of the Toughest Management Challenges
Spencer Johnson, Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in YourLife
Joel Brandon and Daniel Morris, Just Don't Do It! Challenging Assumptions in Business
Harold Geneen with Brent Bowers, Synergy and Other Lies: DownsizingBureaucracy and Corporate Culture Debunked     

What businesses can learn from the movies

Now playing in Business Horizons! A look at the movie industry's epic struggle to cope with one technological challenge after another. Reeling from the advent and huge popularity of wireless television in the mid-20th century, the motion picture business slowly made a comeback, only to be buffeted by successive waves of revolutionary technologies—color TV, cable and pay TV, VCRs, PCs, the Internet, and DVD players. Time and again, this venerable institution that thrives on “make believe” has dealt with the harsh realities confronting it.     

Crazy Cotton Collapse the Textile Industry＇？

Crazily has the price for the cotton rocketed!
The -transaction price, for only month, has seen a 40% rise,     

Cultural and Ethical Relativism

American .businesspeople have become increasingly aware of cultural differences and are strivinp to be sensitive to those differences. As businesspeople are more wdling to adopt other cultures' customs, must the also ado t other cultures' values? The r P question of where the rea m of socia customs end and values begin is a difficult one, but it cannot be avoided by businesspeople involved in international exchange. In this aper an outline for teaching the difference between culture and et ! ics is developed. Current cases which illustrate the basic questions are enumerated and a framework for organizing issues is provided.     

Transforming an Online Portal Site into a Playground for Netizen

ABSTRACT

NHN was a laggard in the Internet portal business in Korea. When it entered the market, global giants such as Yahoo already had built a formidable presence in the Korean market, where leadership advantage was cited as a defining success factor. NHN was far behind not only because of timing but also because of information sources–which are the real root of their business–due to a lack of open web sites in Korea. They also discovered that an information portal has an inherent limitation in creating stickiness in its site. People click and leave the typical information portal upon finding their query results. However, the portal site business model is based on web advertisement, and performance depends on stickiness. This case explains how NHN beat the odds and became the leading portal in Korea. This company's innovative technology and customer-oriented strategy not only allowed it to surpass all of its competitors, but it also is revolutionizing the portal business both in Korea and globally.