Increasing Intellectual Bandwidth: Generating Value from Intellectual Capital with Information Technology

An organization's Intellectual Bandwidth (IB) is its capacity to transform External Domain Knowledge (EDK) into Intellectual Capital (IC), and to convert IC into Applied Knowledge (AK), from which a task team can create value. An organization's IB is an upper boundary on its ability to solve complex problems. To create value, members of an organization must search for knowledge, share it, and, bring it to bear on the issue at hand. The Intellectual Bandwidth of an organization must therefore be, to a certain extent, a function of the ability of its members to access data, information, and knowledge that is relevant in the context of the task at hand in order to understand the causes and consequences of their problem. They must reason about possible solutions and their potential consequences. Throughout the task they must communicate with other stakeholders and subject matter experts as they make a joint effort toward their goal. This paper develops a model of IB based on these and other concepts. It posits that IB is the product of a Hierarchy of Understanding and a Hierarchy of Collaboration. The paper suggests that the model may be useful for analyzing and deploying IT in ways that reduce the cognitive load of bringing EDK and IC to bear on the task at hand. Future research must focus on refining and validating constructs and developing measures of IB, and using those measures to find ways to increase the value derived from EDK and IC.     

The influence of college students' shopping orientations and gender differences on online information searches and purchase behaviours

Using the data collected from a survey of 1277 US college students, this study investigated college students' shopping orientations, and examined the relationships between their shopping orientations and searches for information about and purchases of apparel products online and the differences between male and female students in their shopping orientations, online information searches and purchase experiences. Seven shopping orientation constructs were identified: shopping enjoyment, brand/fashion consciousness, price consciousness, shopping confidence, convenience/time consciousness, in‐home shopping tendency and brand/store loyalty. Results showed that participants' shopping orientations were significantly related to their searches for information about and purchases of apparel items online. In addition, male and female participants showed significant differences in their shopping orientations, online information searches and purchase experiences. This study provided suggestions for apparel e‐tailors to develop effective marketing strategies to reach their target market, for consumer educators and for educators in the retail merchandizing area to prepare their students for future careers.     

Effect of Ethical Climate on Turnover Intention: Linking Attitudinal- and Stress Theory

Attitudinal- and stress theory are used to investigate the effect of ethical climate on job outcomes. Responses from 208 service employees who work for a country health department were used to test a structural model that examines the process through which ethical climate (EC) affects turnover intention (TI). This study shows that the EC–TI relationship is fully mediated by role stress (RC), interpersonal conflict (IC), emotional exhaustion (EE), trust in supervisor (TS), and job satisfaction (JS). Results show that EC reduces (RS) and increases TS. Lower stress levels result in lower EE, higher JS, and lower TI. Also, supervisor trust (TS) reduces IC and EE. The structural model predicts 53.9% of the variance of TI. Jay Prakash Mulki is an Assistant Professor at Northeastern University. He has extensively published in the sales management area. His articles have been published in the Journal of Personal Selling & Sales Management, Journal of Business Research, and Psychology and Marketing. Jorge Fernando Jaramillo is an Assistant Professor of Marketing at the University of Texas at Arlington. His research interests include marketing strategy and sales force management. Dr. Jaramillo’s research has appeared in multiple journals including the Journal of Personal Selling & Sales Management, International Journal of Research in Marketing, Journal of Business Research, and the Journal of Marketing Education. William B. Locander is the founding Director of the Davis Leadership Center at Jacksonville University. He is a former President of the American Marketing Association and has served as an examiner of the Malcolm Baldrige National Quality Award. He is also a member of the Editorial Board of the Journal of Marketing Theory and Practice. Dr. Locander has published in several business journals including the Journal of Marketing, Journal of Marketing Research, Journal of Consumer Research, Journal of Business Research, and the Journal of Personal Selling & Sales Management.     

The performance dimension in symbolic management revisited: the functional role of traditional mechanisms in large Korean firms*

Symbolic management perspective argues that newly adopted shareholder-oriented mechanisms promote positive market responses, whereas traditional mechanisms assume sociopolitical power struggle for their sustainability. Beyond the dichotomous understanding, this study proposes that the continuation of traditional mechanisms is also attributable to their performance contribution. Using panel data on 100 large Korean firms (1998–2011), this study found that the positive influence of traditional mechanisms such as business group on performance, measured by ROA and R&D intensity, improves market responses, i.e. market capitalization and Tobin’s q. In the process, shareholder-oriented mechanisms, such as foreign ownership, positively moderates the influence of traditional mechanisms. For corporate governance reform, this study suggests that balanced attention should be paid to the performance contribution of traditional mechanisms in interaction with shareholder-oriented mechanisms.     

Avoiding the Pitfalls of Net Uniformity: Zero Rating and Nondiscrimination

The current debate over network neutrality has not fully appreciated how service differentiation can benefit consumers and promote Internet adoption. On the demand-side, service differentiation addresses the primary obstacle to adoption, which is the lack of perceived need for Internet service, and reflects the growing heterogeneity of consumer demand. On the supply-side, monopolistic competition has long underscored how product differentiation can create stable equilibria with multiple providers—notwithstanding the presence of unexhausted economies of scale—by allowing competitors to target subsegments of the overall market that place a higher value on particular services. Conversely, prohibiting service differentiation would restrict competition to price and network size, which are factors that favor the largest players. These dynamics are well illustrated by global enforcement patterns with respect to a practice known as “zero rating”, which permits subscribers to access certain content without having that traffic count against their data caps. Of the six countries that have brought enforcement actions against zero rating, only India has categorically banned the practice. The other five countries (the United States, Chile, Canada, Slovenia, and The Netherlands) have adopted a more nuanced approach. A case-by-case approach is consistent with the empirical literature on vertical integration and restraints and the well-established principles for determining when to impose per se illegality and when to apply the “rule of reason”. The U.S. Supreme Court’s antitrust jurisprudence also helps identify factors that militate against liability, such as the lack of market power, nonexclusivity, and nonproprietary services.