Firms frequently compete across multiple segments. Such multimarket contact has been shown to deter aggressive competition, leading to what has been termed quot;mutual forbearance.quot; Empirical support for this phenomenon derives mainly from studies of the direct effects of multimarket contact...

We introduce the concept of consumer options and empirically validate it in the context of event ticket pricing. We demonstrate that consumer options can protect consumers from the downside related to uncertain outcomes, and enhance seller profits by enabling superior market segmentation and...

How does a team use a computer-mediated technology to share and reuse knowledge when the team is inter-organizational and virtual, when the team must compete for the attention of team members with collocated teams, and when the task is the creation of a completely new innovation? From a review...

Virtual teams, whose members are geographically dispersed and cross-functional yet work on highly interdependent tasks, present unique leadership challenges. Based on our observations, interviews, and survey data, we identify six leadership practices of effective leaders of virtual teams....

In today’s global market environment, enterprises are increasingly turning to use of distributed teams to leverage their resources and address diverse markets. Individual members of structurally diverse distributed teams need to develop their collaboration know-how to work effectively with...

Recent years have seen an increasing emphasis on open innovation by firms to keep pace with the growing intricacy of products and services and the ever changing needs of the markets. Much has been written about open innovation and its manifestation in the form of crowdsourcing. Unfortunately,...

This paper starts from the premise that the simultaneous increase in environmental turbulence, the requisite speed of organizational change, and the intensified ubiquity of digital technologies are spawning a phenomenon that is messy, complex, and chaotic. Accordingly, we need to change the way...