The cost of being late? The case of credit card penalty fees

This paper is the first in the literature to examine the determinants of US credit card penalty fees. Many critics of credit card fees – including a number of US Senators – have argued that credit card penalty fees reflect banks’ market share. Using a unique data set we find that fees are increasing in customer risk which supports the position of defenders of penalty fees, such as banks. However, our finding that fees are increasing in a bank's market share is consistent with the concerns expressed by politicians and regulators. We also find card penalty fees are direct substitutes for card interest rates.     

Tourism and Chinese popular nationalism

As a complex and emerging phenomenon, nationalism presents a serious challenge to international marketers, with no exception to the field of tourism. However, there is a lack of empirical evidence in understanding the role of nationalism in tourist travel intention. A qualitative research approach with in-depth interview and on-site observation was adopted to bridge this gap during the Diaoyu/Senkaku Island Incident between China and Japan since late 2012. In particular, this study seeks to shed light on the influence of nationalism on Chinese tourists. A nationalism dynamics model has been established to explore and explain different segments of tourists based on their self-perceived level of nationalism. The findings of this paper offer important implications for both scholars and practitioners in their strategic responses to this challenging nationalism phenomenon.     

The measurement of left-right and libertarian-authoritarian values: A comparison of balanced and unbalanced scales

In this paper we compare the performance of balanced and unbalanced Likert scales of two core dimensions of political attitudes: left-right and libertarian-authoritarian values. The balanced scales control for the effects of acquiescence response sets, whereas the unbalanced scales do not. Using data from two panel surveys, balanced and unbalanced scales are compared for reliability, stability and validity both with each other, and with other measures of political ideology and values (left-right self-placement and postmaterialism). Both balanced and unbalanced versions of the left-right and libertarian-authoritarian Likert scales are found to be more stable and strongly associated with social characteristics than are the other measures. The unbalanced scales have slightly higher reliability than the balanced scales; they are also orthogonal, whereas balanced left-right and libertarian-authoritarian scales are moderately correlated. Unbalanced scales also display a slightly stronger relationship with social characteristics, but they do not differ in their pattern of association with political preferences. Differences between balanced and unbalanced scales are attributed to the effects of acquiescence bias. This needs to be considered when using the scales for substantive analyses, but its effects are not problematic.     

Non‐parametric Modelling of Spatial Price Relationships

We apply non‐parametric methods to a consideration of price transmission processes within US egg markets at the turn of the nineteenth century. Gordon (National Bureau of Economic Research Working Paper 7833, 2000) labelled this as an era of ‘Great Inventions’ which contributed to the subsequent years of significant productivity growth and noted that the development of mechanical refrigeration and transportation technologies played an important role in this growth. Our models present certain advantages relative to parametric models traditionally employed in price transmission analyses. We compare results derived from local polynomial modelling with those obtained using non‐linear threshold models. Both techniques suggest that US egg markets were interrelated at the turn of the nineteenth century. However, non‐parametric techniques often suggest a higher degree of price transmission than that implied by threshold models. Results also suggest that threshold models may have difficulties in adequately capturing price relationship dynamics, especially when these are of a highly nonlinear nature.     

Do New Product Development Managers in Large or High-Market-Share Firms Perceive Marketing-R&D Interface Principles Differently?

In the quest for successful innovation, the importance of the R&Dlmarketing interface is virtually unquestioned. For many organizations, however, effective integration of technical and marketing functions is difficult, if not impossible. Despite seemingly widespread understanding of fundamental new product principles, some companies still manage to gain a larger share of the market than their competitors. This raises the question of whether managers in more successful companies have special insights into R&D'/'marketing interface principles that give them an edge over their competitors. To gain a better understanding of managers' perceptions of new product principles defined in the academic literature, Ted Haggblom, Roger J. Calantone, and C. Anthony Di Benedetto conducted a survey of 687 nonacademic members of the Product Development and Management Association. The basis for the survey was a set of 78 product management principles compiled from a search of more than 500 books and articles from various disciplines. From this survey, 14 of the 78 principles were selected as relevant to the study reported in this article. The principles discussed in this article involve such issues as resistance to change, short-term orientation, communication and trust between marketing and technical people, the effect of centralized decision-making on innovation, the importance of open communication flows, senior management's role in the R&D I marketing interface, and the necessity of a product champion. The primary quesstion addressed in this study is whether managers from successful companies perceive these principles differently from managers of less successful firms. The study provides partial support for the proposition that managers' perceptions of these new product principles depend on their company's success. In other words, the survey results suggest that managers in companies with higher market shares tend to agree more strongly with these principles than their counterparts in less successful firms. The study also explores the relationship between firm size and agreement with these principles of new product success. Specifically, the study assesses whether the perceptions of managers from smaller, more entrepreneurial companies differ from those of managers in larger companies. Although managers from small and large firms may view these principles from different perspectives, there were no statistically significant differences in the perceptions of managers from small and large firms.