Measuring the antecedents of e-loyalty and the effect of switching costs on website

This paper deals with the process by which electronic customer loyalty (e-loyalty) is formed. The twofold aim is to analyse e-loyalty, describing its development in terms of how it is influenced by several determinants and to study potential barriers to switching which significantly affect the repeat purchase decision. In particular, an integrating theoretical framework is proposed to determine the e-loyalty dependency of electronic service quality and perceived value, and how this last relationship can be moderated by switching costs. Results offer evidence for the important role of customer's perceptions of e-service quality and value in e-loyalty. Proposals are made of how companies that are online can use this knowledge to build marketing strategies.     

Time series modeling of histogram-valued data: The daily histogram time series of S&P500 intradaily returns

Histogram time series (HTS) and interval time series (ITS) are examples of symbolic data sets. Though there have been methodological developments in a cross-sectional environment, they have been scarce in a time series setting. Arroyo, González-Rivera, and Maté (2011) analyze various forecasting methods for HTS and ITS, adapting smoothing filters and nonparametric algorithms such as the k-NN. Though these methods are very flexible, they may not be the true underlying data generating process (DGP). We present the first step in the search for a DGP by focusing on the autocorrelation functions (ACFs) of HTS and ITS. We analyze the ACF of the daily histogram of 5-minute intradaily returns to the S&P500 index in 2007 and 2008. There are clusters of high/low activity that generate a strong, positive, and persistent autocorrelation, pointing towards some autoregressive process for HTS. Though smoothing and k-NN may not be the true DGPs, we find that they are very good approximations because they are able to capture almost all of the original autocorrelation. However, there seems to be some structure left in the data that will require new modelling techniques. As a byproduct, we also analyze the [90,100%] quantile interval. By using all of the information contained in the histogram, we find that there are advantages in the estimation and prediction of a specific interval.     

Win/Loss Data and Consumer Switching Costs: Measuring Diversion Ratios and the Impact of Mergers*

We propose an identification strategy for diversion based on win/loss data. First, we show that win/loss data from the merging firms and market shares in two periods for all firms are sufficient to identify the diversion ratios between the merging partners. Second, we show that win/loss data from the merging firms alone are sufficient for partial identification, and we construct a lower bound that provides a good approximation to the diversion ratio when switching costs are high. We demonstrate the performance of our method with numerical simulations and with an application to the Anthem/Cigna merger.     

Do Social Media Tools Impact the Development Phase? An Exploratory Study

Over the past two decades, firms have increasingly adopted information technology (IT) tools and services to improve the new product development (NPD) process. Recently, social media tools and/or tools that include social networking features are being utilized to allow users both inside and outside the organization to easily communicate and collaboratively design, manage, and launch new products and services. Unfortunately, there is little empirical evidence to suggest what influence these new IT tools have on NPD performance. Through a project‐level, exploratory, empirical study, the impact of these new IT tools on the development phase of the NPD process is investigated. We find that the use of these new tools is significantly lower than the adoption of traditional IT tools such as e‐mail and computer‐aided‐design. Traditional tools have a significant, positive impact on NPD outcomes, including team collaboration, the concepts/prototypes generated, and management evaluation. Interestingly, new media tools such as project wikis and shared collaboration spaces also have a significant, positive impact on concepts/prototypes generated, and management evaluation. Surprisingly, social networking tools like weblogs and Twitter negatively impact management evaluation while having no impact on NPD team collaboration and concepts/prototypes generated. These results suggest that social networking tools in their current guise are not helpful to the NPD team and may in fact be distracting to innovation management during the development phase.     

Corporate governance,external market discipline and firm productivity

Using a sample of Australian companies over the 2000–2005 period, we examine the impact of internal corporate governance on firm's total factor productivity, taking into account the interaction between internal governance and external market discipline. Our empirical findings point to a substitution effect between product market competitiveness and firm-level corporate governance. Overall, internal corporate governance mechanisms – more efficient boards and greater CEO stock-based compensation – are effective instruments for improving firm productivity. However, internal governance is less effective when a firm faces a highly competitive product market. We find only weak empirical support for an association between firm's ownership structure and productivity, and no support for an association between industry takeover intensity and firm productivity.     

An investigation of the use of global, virtual, and colocated new product development teams

This paper presents the results of an investigation of differences between global, virtual and colocated new product development (NPD) teams. Specifically, we examined whether and how these three types of teams differed in terms of usage, challenges, and performance. A survey of PDMA members was undertaken to collect the data. Out of 103 firms participating in the survey, 54 had used or were using global teams for some of their NPD efforts. Overall, we found that the use of global teams in our respondent firms is rapidly increasing. Our respondents indicated that by the year 2001, approximately one out of every five NPD teams in their companies are likely to be global. However, our respondents also expect that their companies will be using multiple types of teams that is, global, virtual, and colocated, to develop their new products. Our findings also suggest that global teams generally face greater behavioral and project management challenges than either colocated or virtual teams. Global team performance is also lower than the performance of virtual or colocated teams. Are these challenges associated with poorer performance? In examining this question, our results suggest that greater project management challenges are associated with lower performance, for all three types of teams. Surprisingly, behavioral challenges were not associated with performance for any team type. Our results suggest that firms face different problems associated with managing each type of NPD team—global, virtual and colocated. To effectively manage each type of team may, in turn, require that companies and their managers employ different solutions to these different problems. Additionally, companies may find that the preparation they provide to their managers and team members to work in these different team environments may also need to be different. Further research is clearly needed to address these managerial implications.     

Antecedents and Consequences of Information Technology Usage in NPD: A Comparison of Dutch and U.S. Companies*

This study examines information technology (IT) usage for new product development (NPD) in a global context. Specifically, this research seeks to ascertain the factors that influence IT usage and the relationship between IT usage and new product performance in two different countries—the United States and the Netherlands. The interest here is in discovering if, and how, these relationships may be different depending on the country within which the NPD effort is undertaken. Employing a mail survey methodology, the present study uses data from a sample of U.S. practitioner members from the Product Development & Management Association (PDMA) and new product managers from Dutch manufacturing companies to examine the effect of IT infrastructure, IT embeddedness, NPD process formalization, colocation, outsourcing of NPD projects, and length of time on the job on the extent of IT usage. The data are also used to explore the impact of IT usage on speed to market and market performance. The results indicate that IT embeddedness and NPD process formalization positively influence IT usage in both the United States and the Netherlands. Colocation and length of time on the job are negatively associated with IT usage only in Dutch firms. Similarly, outsourcing of NPD projects is positively related to IT usage only in U.S. firms. Finally, IT usage has a positive relationship with speed to market in the Netherlands and with market performance in the United States. An important implication of the present study is that IT usage does impact speed to market and market performance, confirming anecdotal evidence. However, these relationships are not the same in each country. Moreover, the antecedents to IT usage also vary by country. Thus, the precursors and consequences of IT usage in NPD are context specific. Another implication of this research is that unless IT is embedded into the NPD process, it is unlikely that the benefits of IT will come to fruition. Finally, this study suggests that as firms use more globally dispersed teams for NPD and outsource more of their development activities, IT usage is likely to increase to facilitate communication and cooperation.