Research@Smith
JANUARY 2007
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2
Supply Chain
Reducing False
Failure Returns
4
Marketing
New Insight
on Culture and
Bargaining
6
Management
Making Knowledge
Sharing Happen
Research@Smith
JANUARY 2007
Research@Smith
VOL
NO
8 1
Supply Chain Management
VOL
NO
8 1
page 2
Research by Gilvan Souza
Cash rewards for retailers may help manufacturers
Research@Smith summarizes research conducted by the
effectively coordinate the reverse supply chain?
faculty of the Robert H. Smith School of Business at the
University of Maryland.
Culture and Bargaining
page 4
Research by Joydeep Srivastava
Research@Smith is published three times a year by the
Culture matters in negotiations, but not always,
Robert H. Smith School of Business, University of Maryland;
and not as much as you think.
3570 Van Munching Hall, College Park, MD 20742.
www.rhsmith.umd.edu
Motivational Mechanisms and Knowledge Sharing
page 6
Research by Kay Bartol and Paul Tesluk
DEAN
Effective knowledge sharing is best motivated by
Howard Frank
team incentives, not individual incentives.
DIRECTOR OF RESEARCH
Smith Behavioral Lab Research
page 8
Michael Ball
Faculty Awards and Honors
page 10
Rebecca Winner
Recent Working Papers; Featured Researchers
page 11
CONTRIBUTING WRITER
Smith Research Fellows
page 12
EDITOR
Sachin Agarwal, MBA Candidate 2007
CONTRIBUTING PHOTOGRAPHERS
Vipul Bajpai, MBA ‘05
John Consoli, ARHU ‘86
DESIGN
Lori Newman
We’d like to put Research@Smith directly into the hands
of faculty and administrators who are interested in
learning about the latest research conducted by Smith
School faculty. To request a copy of this publication or
make an address correction, contact the editor via e-mail,
editor@rhsmith.umd.edu, or phone, 301.405.9465.
Visit the Smith Research Network:
www.rhsmith.umd.edu/smithresearch/
Supply chain
coordination for
Research by
Gilvan Souza
false failure
A cash incentive for retailers
may save manufacturers money
on false failure returns.
returns.
P
roduct returns are a serious financial concern
that costs U.S. firms more than $100 billion annually.
Rewarding retailers with cash is effective because
specific dollar amount per each unit of false failure
it reduces the overall processing cost for false
returns below a certain amount.
failure returns while providing the retailer with a
In an effort to keep consumers happy, most major
higher level of net sales as well.
retailers have liberal product return policies. While
Because the manufacturer enjoys most of the benefits
some products are returned because the products
from reducing the number of false failure returns, the
are defective, a large percentage of returns are false
manufacturer must share some of these benefits with
failure returns: returns that have no functional or
the retailer to achieve a coordinated solution. Souza
If sales staff spent more time with customers,
coordination is being thought about in a more
cosmetic defect. Hewlett-Packard has found that false
and his co-authors developed a model to determine
explaining complex products features or helping
strategic way, and managers are seeing the benefits
failure returns account for 80 percent of inkjet printers
how best to motivate retailers to expend the optimal
consumers better match the product to their needs,
of providing incentives for others in their supply chain
returned to the manufacturer.
amount of effort to reduce false failure returns, and
some of the problems that cause false failure returns
to make decisions that are good for the system as a
found that a target rebate would result in maximized
would be alleviated. But that involves effort on
whole,” says Souza.
Most of this cost is born by the manufacturer, which
profit for both retailers and manufacturers. The
the part of the retailer, and because retailers aren’t
must transport the returns back to a factory, test to
authors used real data from Hewlett-Packard and
bearing any of the cost of returned goods, they
Future research in this area may focus on generalizing
be certain the product isn’t really defective, possibly
Bosch, a German manufacturer of power tools, in
have no incentive to put any additional effort into
these results to other settings and industries, says
refurbish, repackage, and then remarket the product,
developing their model. Both companies are highly
decreasing the number of returns.
Souza. “Supply Chain Coordination for False Failure
which cannot then be sold for its full original price.
brand-name conscious and have a policy that a
There is also a loss in value for the time a returned
product returned for any reason must be returned to
Rewarding retailers with cash is effective because it
Service Operations Management journal. For more
product spends in the reverse supply chain, which can
the company’s product return center.
reduces the overall processing cost for false failure
information, contact gsouza@umd.edu.
be up to several months for some companies. For a
Returns” was published in the Manufacturing &
returns while providing the retailer with a higher level
company like Hewlett-Packard, all this adds up to 25
There are a number of reasons why consumers return
of net sales as well. It acts as in incentive for retailers
percent of the retail price of returned products like
a product that is not defective. The consumer may
to change their behavior to be closer to the actions of
inkjet printers.
find it difficult to install the product, not because it
a coordinated supply chain.
doesn’t work properly, but because the consumer did
2
In his paper “Supply Chain Coordination for False
not understand the product’s features. Sometimes
Souza found that the average magnitude of profit
Failure Returns,” Gilvan Souza, associate professor
the product may not perform to the consumer’s
improvement per expected return as a result of the
of operations management, with co-authors
expectations, not because the product is defective,
retailer’s increased effort is 31 percent for the retailer,
Mark Ferguson, Georgia Institute of Technology, and
but because the consumer just didn’t know enough
17 percent for the manufacturer, and 24 percent for
V. Daniel R. Guide, Jr., Pennsylvania State University,
about what she was purchasing to choose the right
the supply chain itself. “Fifteen or 20 years ago, there
looked at the problem of false failure returns as a
product for her needs. Complex or complicated
wasn’t much discussion of strategic coordination
function of supply chain coordination. Souza proposes
products, such as HP’s printers or Bosch’s power tools,
issues among supply chain managers. Supply chain
a target rebate contract that pays the retailer a
are particularly prone to this problem.
JANUARY 2007 : VOLUME 8 : NUMBER 1
RESEARCH@SMITH
3
Culture and
Culture influences how
people bargain, but only
under certain conditions.
Research by
Joydeep Srivastava
bargaining
B
ecause of globalization, business people
“When negotiating with your global
counterparts, try and put yourself in the other
The study was conducted simultaneously in both
around the world increasingly find themselves
countries. Study participants were told that they were
person’s shoes. Don’t focus on any one piece
negotiating with people from other countries and
randomly selected to receive offers from another
of information, but instead consider the entire
cultures. Scholars have been divided on the effects
student, who proposed dividing a given amount of
gamut of possibilities.”
of a person’s culture on the negotiation process.
money between them. The amount of money being
One school of thought suggests that culture is
divided was known exactly to the proposer, but
always important and always influences bargaining
responders were only told the amount was between
“She is offering me such a small slice of the pie because
Another noteworthy result to emerge from the
outcomes. The second school takes the other
10 and 40. If the offer was accepted, then the money
she wants to have a bigger piece of the pie than me.”
study was the effect of the “group” on bargaining
extreme—that culture never matters and is irrelevant.
was divided between the proposer and the responder
Recent research by Joydeep Srivastava, associate
along the lines of the offer made. The study lasted 30
On the other hand, Eastern cultures such as those of
relatively unaffected by whether the person making
professor of marketing, shows that neither view
minutes and no communication between groups was
Asia and the Near East tend to be more collectivist;
the offer was making it solely on behalf of herself or
is quite correct. “Culture matters, but it interacts
allowed during the duration of the study.
the society focuses less on the role of individuals and
whether she was representing a group, the Koreans
with bargaining outcomes in a dynamic way. Some
outcomes. While the Americans tended to remain
more on the role of the group. This makes people
were sensitive to this change and tended to discount
bargaining situations will evoke universal human
Srivastava found that as long as the context or
from Asian cultures more likely to attribute the cause
a personality-based explanation in favor of a group-
reactions, whereas some may evoke culture-based
situation is not made clear, people from both the U.S.
of a particular behavior to the situation or the context
based one. If told that the person making the low
responses,” says Srivastava.
and Korea tend to attribute the cause of a particular
rather than the individual: “She is offering me such a
offer was representing the interests of his or her
behavior to an individual or personality. However,
small slice of the pie because the pie is small, or maybe
group, then the Koreans tended to be more accepting
In his paper “The role of cultural orientation
once the context is made clear, the Koreans tended
she has to share her slice with several other people.”
of the offer.
in bargaining under incomplete information:
to discount the individual or personality-based
Differences in causal attributions,” Joydeep Srivastava,
explanations in favor of contextual or situation-
Both Koreans and Americans were likely to attribute
“When negotiating with your global counterparts,”
associate professor of marketing, with co-authors
based explanations.
their bargaining counterpart’s behavior to their
says Srivastava, “try and put yourself in the other
Ana Valenzuela, Baruch College, and Seonsu Lee,
personality if the situation or context was not
person’s shoes. Do not focus on any one piece of
Wonkwang University, South Korea, explore the
Srivastava’s study demonstrates how a person’s
highlighted. However, once the situation was made
information, but instead consider the entire gamut
role that culture plays in how people bargain in
cultural background may play a role in their
clear, Koreans were more likely to modify their
of possibilities. Similarly, be sensitive to whether your
situations with incomplete information. They used
perceptions during a bargaining situation. Western
initial personality-based attribution in favor or a
bargaining counterpart is a part of a group or is only
undergraduate university students in the U.S. and
cultures, such as those of North American and
more situation-based one, whereas the Americans
representing herself.”
Korea to test whether culture affects the outcome in
Europe, are more focused on the individual. Because
were more likely to continue to persist with their
bargaining situations.
of this pervasive focus on the individual, in bargaining
personality-based attribution.
Srivastava’s paper was published in Organizational
situations Westerners are more likely to attribute the
Behavior and Human Decision Processes. For more
cause of a particular behavior to an individual or
information, contact srivasta@rhsmith.umd.edu.
personality. For example, a Westerner may think,
4
JANUARY 2007 : VOLUME 8 : NUMBER 1
RESEARCH@SMITH
5
Motivational mechanisms
and
Kay Bartol and Paul Tesluk
knowledge
Team incentives, knowledge sharing norms,
relationships of trust, and high goals affect
knowledge sharing and performance.
B
usiness success in the digital era is driven by
sharing
While both knowledge sharing and goal setting had direct effects on performance, per-
The study is the first to integrate several different
information; knowledge sharing within organizations
motivational mechanisms to explain and predict
formance was highest only when participants
is crucial but not easy to achieve. If knowledge is
knowledge sharing. It also considers the perspectives
both had access to knowledge and set stretch
power, then what motivates a worker to give up a
of both the knowledge sharer and the knowledge
goals for themselves.
source of advantage? If a worker shares knowledge,
recipient, examining what motivates someone to
can she trust that it will be used correctly, or that
share knowledge and what motivates the recipient
she will be acknowledged for her contribution? Why
to use that knowledge effectively. “Combining both
suggests that companies can motivate knowledge
goal setting had direct effects on performance,
should she take time from her own tasks to share
perspectives resulted in a theoretical model that was
sharing by creating incentives that emphasize group
performance was highest only when participants
information with others? In some organizations,
more than the sum of its parts,” says Tesluk.
performance and are strongly reinforced through
both had access to knowledge and set stretch goals
clear norms for sharing.
for themselves. “The higher the goals were set, the
even admitting that you need information may be
perceived as risky. Understanding the different factors
Study participants worked on CELCOM21, a
that motivate workers to share knowledge, and the
computer-based interactive management decision-
“Rewarding individuals for knowledge sharing
people had access to new knowledge as well,”
ways that those factors interact, can help managers
making simulation that challenged them to increase
may send a mixed message,” says Bartol. “Group
says Tesluk.
create an environment that results in the greatest
their unit’s market share. They worked in two-person
incentives that reward cooperative behavior reinforce
amount of knowledge sharing, utilization
groups, physically separated from their partners at
a culture of open exchange.” Companies might
The study was conducted in the Smith School’s
and performance.
networked computers in different rooms but able to
also consider recognizing knowledge sharing in
Netcentric Behavioral Lab, a setting that allowed the
communicate via instant messaging. Each participant
performance appraisals, recognizing and praising
authors to control the knowledge sharing process in
In their paper, “A Multi-Level Investigation of the
was provided with unique information that, if shared
those who go out of their way to actively share their
a way that is not possible in the field. “We were able
Motivational Mechanisms Underlying Knowledge
and applied, would result in greatest success for
knowledge with others, and consistently highlighting
to track what pieces of information were being shared
Sharing and Performance,” Narda Quigley, former
their company.
common goals and objectives that can link potential
and precisely when they were being shared,” says
knowledge providers and recipients.
Tesluk. Future research might investigate how these
Smith School PhD student and now an assistant
6
Research by
higher the performance improvement, but only if
professor at Villanova University, Paul E. Tesluk,
The design of the study included three incentive
associate professor of management and organization,
pay conditions: individual, group, and a hybrid that
Bartol and Tesluk found that knowledge recipients
Edwin A. Locke, emeritus professor of management
consisted of both individual and group incentives.
who were confident in their own ability to perform
and organization, and Kathryn M. Bartol, Robert H.
While knowledge providers working under hybrid
well on a task were more likely to set high goals for
“A Multi-Level Investigation of the Motivational
Smith Professor of Management and Organization,
systems shared more knowledge than those in the
their own performance when they trusted
Mechanisms Underlying Knowledge Sharing and
combine three different theories of motivation and
individual pay incentive system, they did not share
their partners.
Performance” will be published in Organization
explain how their interactions affect knowledge
as much knowledge as those working under pure
sharing and utilization in ways that
group-based incentives. Incentives had more effect
Workers must also be motivated to apply the new
research, contact kbartol@rhsmith.umd.edu or
affect performance.
when mutual norms for knowledge sharing developed
knowledge they have acquired in ways that promote
ptesluk@rhsmith.umd.edu.
between the knowledge sender and recipient. This
performance. While both knowledge sharing and
JANUARY 2007 : VOLUME 8 : NUMBER 1
findings generalize to knowledge workers in actual
organizational settings.
Science. For more information about this
RESEARCH@SMITH
7
Technology-driven
behavioral research
at Smith
In the olden days—say, ten years ago—researchers
without using them said they would rather have a
studied human behavior using one-way mirrors and
digital video player with more features than with less.
paper-and-pencil questionnaires. In the Smith School’s
But when study participants actually used the virtual
state-of-the-art Netcentric Behavioral Laboratory,
video players, the majority found the feature-loaded
researchers use sophisticated computer software to
version frustrating and hard to use. What people said
record the responses of study participants through
they wanted turned out to be quite different than
computer keyboards, joysticks, and even special
what they actually liked when they had a chance to
monitors designed to track human eye movements.
use the product.
to examine the roles CEO behavior plays in shaping
present, including the Dasani brand. Ferraro found
an environment conducive to constructive conflict,
The Behavioral Lab was opened in 2003 to help
Being able to actually use the products was a key
that participants who were exposed more often to the
the kind that fosters debate and discussion and results
the Smith School’s marketing, management
part of the study’s design because participants could
Dasani photos, and did not know or remember that
in the effective synthesis of diverse information. The
and organization, and decision and information
not imagine how their product preferences would
they had seen the photos, were more likely to choose
study was funded in part by a $325,000 grant from
technologies departments conduct research
change before they had a chance to use it. They had
the Dasani brand.
the National Science Foundation.
on human behavior. The lab has 18 networked
to actually use the virtual video player for the “feature
workstations with monitors set in individual carrels.
fatigue” effect to occur.
Practice to Theory
In the study, student participants worked as teams
For researchers in the school’s management and
using a business simulation. The students were given
This keeps participants from seeing—and being
influenced by—the behavior of those around them.
“Because we don’t have all the distractions of the
organization department, the lab is an excellent
a complicated decision-making task which required
Video cameras and a one-way mirror permit recording
real world, the Behavioral Lab gives us both a more
environment to test behavioral effects that they
them to combine their information and skills. In
and monitoring of participants’ interactions. Eye-
accurate way to evaluate behavior, and a way to
observe in the actions of managers and leaders in
addition to ‘winning’ the game by completing the
trackers that look like standard computer monitors
capture behaviors we couldn’t observe in any other
real-world situations.
task, the students assigned as CEOs were instructed
allow researchers to see exactly what people
setting,” says Hamilton, who is chair of the committee
are looking at on a screen. The school’s Media
that manages the Behavioral Lab. “For example, when
“In a field study we may see an effect, but we can’t
that each member of their teams had equal input.
Lab software permits researchers to administer
participants use virtual products in the lab, we can
necessarily explain why that effect exists, or what
Researchers then videotaped participants’ interactions
questionnaires via computer and capture clickstream
record their entire interaction with the product and
conditions led to that effect,” says Paul Tesluk,
throughout the process of the simulation, stopping
data as participants use the Internet.
then ask them how they feel about the product after
associate professor of management and organization.
students periodically to ask them about the
they’ve used it.”
“In real life, you can’t say to one CEO ‘Okay, go out
CEO’s behavior.
These tools make it possible to conduct studies that
8
thank-you for their time. Several brands of water were
to behave in a way that encouraged fairness, so
and be charismatic for us’ and to another CEO ‘Don’t
would be impossible without the lab’s specialized
In another recent study Rosellina Ferraro, assistant
be charismatic.’ And you can’t then go out and stop
The study also had a field component. This
equipment. One such study was conducted by
professor of marketing, looked at priming and
employees after the CEO’s speech and ask ‘How do
combination of field study and the controlled
Roland Rust, David Bruce Smith Chair in Marketing,
suggestibility among consumers. Ferraro wondered
you feel? What is your level of commitment after
experiments in the Behavioral Lab produce much
Rebecca Hamilton, assistant professor of marketing,
if seeing a product repeatedly in real-life situations
this speech?’”
stronger and more reliable results than a field study
and former Smith PhD Debora Thompson. In this
would affect consumer’s choices. In her study,
experiment participants sat at the lab’s computers
participants were shown a series of 20 photos, some
That kind of human interaction may not be possible in
to either use or evaluate one of two virtual digital
of which displayed a bottle of Dasani water being
a field study, but it can happen in the Behavioral Lab.
For more information about the research taking place
video players: one loaded with features, and the
used by people in ordinary situations. Each photo was
The lab’s capabilities allowed Tesluk and colleagues
in the Smith School’s Netcentric Behavioral Lab,
other relatively simple. The results were surprising.
on the screen for exactly two seconds. After viewing
Ken G. Smith, Dean’s Chaired Professor of Business
please visit rhsmith.umd.edu/behaviorlab, or e-mail
Most people who evaluated the digital video players
the photos, they were offered a bottle of water as a
Strategy, and former Smith PhD student Rita Cotilla
Rebecca Hamilton at rhamilto@rhsmith.umd.edu.
JANUARY 2007 : VOLUME 8 : NUMBER 1
alone, says Tesluk.
RESEARCH@SMITH
9
Faculty Awards and Honors
Rebecca Hamilton, assistant
Grants
Automated Time Series Forecasting
Paul Tesluk, associate professor of
for Biosurveillance
management and organization and
Howard Burkom, Johns Hopkins University
associate director of the Center for Human
Many working papers and abstracts
Sean Patrick Murphy, John Hopkins
Capital, Innovation and Technology,
has been awarded a 3-year, $2,150,000
produced by Smith School faculty and
University
received his PhD from Pennsylvania
grant from NASA, entitled “Stochastic and
graduate students may now be accessed
Galit Shmueli, assistant professor of
State University. His research focuses on
management science and statistics
issues impacting work team effectiveness
professor of marketing, was named an
Anand Anandalingam, Ralph J.
MSI Young Scholar. About 20 researchers in
Michael Ball, Orkand Corporation
Tyser Professor of Management
marketing are named every other year.
Professor of Management Science,
Science, and Michael Ball,
Smith Working Papers
Available on SSRN
Orkand Corporation Professor of
Edward Locke, emeritus professor of
Management Science, have been
management and organization, was
Dynamic Models for Managing Air Traffic
at Social Science Research Network
selected as the co-program chairs for the
honored with the Distinguished Scholarly
Flows.” The University of Maryland is
(SSRN). SSRN is composed of a number of
Annual INFORMS conference to be held in
Contributions Award by the Academy of
leading this effort, which also involves MIT,
specialized research networks in each of the
Washington, D.C., in November 2008.
Management
UC Berkeley, Virginia Tech, and Metron
Wendy Moe, assistant professor of
Aviation.
talent and human capital through the use
social sciences which reaches over 35,000
Patient Response Time:
of work experiences, and implications for
academics in more than 70 countries. Each
A Study of Vocera Integration with a
organizations and career development.
of SSRN’s networks encourages the early
Nurse Call System
Kay Bartol, Robert H. Smith
marketing, has been elected as Chair of
Professor of Management and
the American Statistical Association, section
Thomas Corsi, Michelle E. Smith
distribution of research results by reviewing
Jason N. Kuruzovich, PhD ’06
Rebecca Hamilton, assistant professor
Organization, was awarded the
on Marketing and Statistics
Professor of Logistics, and Curt
and publishing submitted abstracts and by
Corey M. Angst, PhD candidate
of marketing, received her PhD from
Grimm, Dean’s Professor of Supply
soliciting abstracts of top-quality research
Samer Faraj, associate professor of
Massachusetts Institute of Technology.
Chain and Strategy, have received a
papers around the world. The Networks
information systems
Her research focuses on aspects of group
decision making, such as the strategies
people use to influence others’ choices and
Academy of Management Distinguished
Service Award, a prestigious academy-
Rebecca Ratner, associate professor
wide award recognizing excellence in
of marketing, received the award
$280,000 grant from the U.S. Department
encourage readers to communicate directly
Ritu Agarwal, Robert H. Smith Dean’s
developing and enhancing a field of
for “Most Influential Paper in Conflict
of Transportation to study “Motor Carrier
with other subscribers concerning their
Chair of Information Systems
study; founding or creatively editing
Management from 1998–2001” from the
Operations and Safety Data Collection and
own and other’s research. To learn more,
a journal; and/or building institutions,
Academy of Management for her paper
Analysis”.
visit http://www.ssrn.com/link/Robert-H-
such as through creative or unusually
“The Disparity Between the Actual and
effective service to a major professional
Assumed Power of Self-Interest.”
the mental models people use to identify
Featured Researchers
Gilvan Souza, associate professor of
Vojislav Maksimovic, Bank of
Academy of Management, as well as past
Raghu Raghavan, associate
dean of the fellows of the academy.
professor of management science,
to study “Legal Institutions and Doing
was recently awarded the 2005 Glover-
Business: A Cross Country Analysis.”
received a $100,000 grant from NSF
whether the process used to make a choice
was fair or unfair.
Smith-Business.html.
America Professor of Finance, has
organization. Bartol is past president of the
operations management, received his
Rosellina Ferraro, assistant professor
PhD from University of North Carolina,
of marketing, received her PhD from
Chapel Hill. His primary research areas are
Duke University. Her research focuses on
Pseudo Order Consideration in Available
in technology management and supply
consumer behavior, and specifically, the
to Promise (ATP)
chain management, including production
effects of nonconscious social influence on
RECENT WORKING PAPERS
POSTED TO THE SITE INCLUDE:
Chris Bingham, assistant professor
Klingman prize for the best paper
of management and organization,
published in the international journal
Debra Shapiro, Clarice Smith
Michael O. Ball, Orkand Corporation
planning, remanufacturing, reverse
choice and preference and the effects of
received the 2006 Carolyn Dexter
Networks. The paper, titled “Strong
Professor of Management and
Professor of Management Science
logistics, and closed–loop supply chain
external threats on consumption behavior.
Award for best paper on international
Formulations for Network Design problems
Organization, M. Susan Taylor,
Maomao Chen, Amazon.com
design.
business (sponsored by the Academy of
with Connectivity Requirements,” was
Dean’s Professor of Human
Gilvan Souza, associate professor of
Management).
co-authored with Tom Magnanti, dean of
Resources, and Miriam Erez, a visiting
decision and information technologies
engineering at MIT.
scholar at the Smith School, have been
Joydeep Srivastava, associate professor
New Book on Operations
Research Honors Saul Gass
of marketing, received his PhD from
awarded a Kaufmann Foundation grant of
The Sound of Silence in Online
the University of Arizona. His research
A new book, Perspectives in Operations
management and organization,
Wolfgang Jank, assistant professor
$55,000 for a study regarding antecedents
Feedback: Estimating Trading Risks in
interests include managerial and consumer
Research: Papers in Honor of Saul Gass’
received the 2006 Outstanding Reviewer
of management science and
to organizational innovation.
the Presence of Reporting Bias
decision making, bargaining and auctions,
80th Birthday, edited by Francis Alt,
award, Academy of Management Journal;
statistics, was elected program chair for
Chrysanthos Dellarocas, associate
marketing distribution channels, pricing,
associate professor of management science
the 2006 George Mason University I/O
the Computing Section of the American
Galit Shmueli, assistant professor of
professor of decision and information
and behavioral (experimental) economics.
and statistics, Michael Fu, professor of
Psychology Student Association (IOPSA)
Statistical Association (ASA).
management science and statistics,
technologies
His recent work examines how consumers
management science, and Bruce Golden,
has received a $261,000 from the Johns
Charles A. Wood, University of Notre Dame
react and respond to price-matching
France-Merrick Professor of Management
guarantees.
Science, was published by Festschrift as
Gilad Chen, associate professor of
Distinguished Alumni award; the 2005
Organizational Research Methods Best
Editorial Appointments
Article of the Year award; and the American
Hopkins Applied Physics Laboratory
to work on “Developing/Evaluating
Modeling Concurrency of Events in
Prospective Biosurveillance Tools.”
Online Auctions via Spatio-Temporal
Kathryn Bartol, Robert H. Smith
Interfaces series. Papers were contributed
part of its Research /Computer Science
Society for Training and Development’s
Wendy Moe, assistant professor of
2005 Research Article award.
marketing, has been appointed to the
Semiparametric Models
Professor of Management and
by a bevy of distinguished scholars in
editorial board of the Journal of Marketing.
Wolfgang Jank, assistant professor of
Organization, received her PhD from
operations research, including Thomas
management science and statistics
Michigan State University. She is a past
Magnanti, Richard Larson, Karla Hoffman,
Lemma Senbet, William E. Mayer
Galit Shmueli, assistant professor of
president of the Academy of Management
Randy Robinson, and Al Blumenstein.
Professor of Finance, has been
management science and statistics
and past dean of the Fellows of the
appointed finance area editor for the
Academy of Management. Her research
Journal of International Business Studies.
10
including the development of managerial
Wireless Communication’s Role in
JANUARY 2007 : VOLUME 8 : NUMBER 1
Analyst Conflicts and Research Quality
focuses on support, empowerment, and
EFA 2004 MAASTRICHT, Forthcoming
social exchange; rewards, retention,
Anup Agarwal, University of Alabama
and creativity; networks and influence;
Mark A. Chen, assistant professor
and information technology impacts on
of finance
management and organizations.
RESEARCH@SMITH
11
Undergraduates Gain Valuable Experience As Research Fellows
Healthcare digitization. Radical
Research Fellows get to pursue a
Smith Research Fellows is part of
organizational change. Mutual fund
broad and fascinating range of topics.
the Smith Undergraduate Fellows
governance. These are just a few
Junior Dara Khan is working with
Program. The Fellows program
of the research topics that will give
Debra Shapiro, Clarice Smith Professor
consists of groups of specialized
undergraduates a taste of the nitty-
of Management and Organization,
tracks that cut across our academic
gritty details involved in a research
to determine why different regions
majors, so that all Smith School
career. The Smith Research Fellows
and groups of people reacted to
undergraduates can participate in an
track, now in its second full year,
government efforts during Hurricane
intimate small-school environment
allows 27 juniors and seniors to assist
Katrina, to explore why different
while enjoying the options and
Smith faculty and graduate students
demographics perceived the same
opportunities only a large school
on a variety of research projects.
leader differently. Junior Lindsey Ander
can provide.
The program has been enthusiastically
Schwalb is working with assistant
embraced by students and
professor of marketing Myeong-
For a complete list of projects and
faculty alike.
Gu Seo on emotional intelligence
more information about Smith
research. The three-part study allows
Research Fellows, visit
“The Smith School values research
Schwalb to conduct surveys and
www.rhsmith.umd.edu/undergrad/
and provides students with countless
gather and analyze data.
researchfellows.html.
opportunities to participate in it,” says
junior Corey Martin. “We are able to
This hands-on learning is what most
apply what we learn in the classroom
students find valuable about the
to real world situations right here
Research Fellows experience. “I’m
at Smith.”
learning a lot about the research
process,” says Schwalb. “Now data
Martin, with Smith PhD candidate
analysis and market research are
Vandana Ramachandran and assistant
things I’m interested in studying
professor of information systems
during my career.”
Siva Viswanathan, is studying the
Smith junior Mina Fukuda is pursuing a
online behavior of the Top 500 e-
Research Fellows work within
research project with P.K. Kannan, Harvey
commerce Web sites and analyzing
academic departments and in the
Sanders Associate Professor of Marketing,
what makes them successful with
school’s specialized research centers.
that examines the ways social networking
consumers. The study looks at firms’
This year four Research Fellows will
can be used to enhance customer service
retail and advertising strategies on the
work with the Smith School’s Center
within e-governments.
Internet and consumers’ search and
for Health Information and Decision
information seeking patterns in order
Systems (CHIDS) to conduct research
to better understand the behavior of
projects related to healthcare IT, like
online agents.
safeguarding the privacy of patient
UNIVERSITY OF MARYLAND
The Robert H. Smith School of business is one of thirteen schools and colleges at the University of Maryland,
College Park, one of the nation’s top-20 public research universities. In 2004, the University of Maryland received
approximately $352 million in direct research funding. The university is located on a 1,250-acre suburban campus
along the Baltimore-Washington, D.C., high-tech corridor. It is a Carnegie Doctoral/Research university, a member
of the Association of American Universities (AAU), and part of Division I NCAA Athletics.
information and the global adoption
and diffusion of electronic
medical records.
ROBERT H. SMITH SCHOOL OF BUSINESS
The Smith School is an internationally recognized leader in management education and research for the digital
economy, offering undergraduate, full-time and part-time MBA, executive MBA, PhD, and executive education
programs, as well as outreach services to the corporate community. Smith offers degree, custom and certification
programs in learning locations on four continents including Asia (Beijing and Shanghai), North America (College
Park, Md., Baltimore, Md., Shady Grove Md., and Washington, D.C.), Europe (Zürich, Switzerland), and Northern
Africa (Tunis, Tunisia). The Smith School occupies 200,000 square feet in Van Munching Hall, one of the most
advanced facilities in the world for management education and research for the digital economy.
12
JANUARY 2007 : VOLUME 8 : NUMBER 1
IN THIS ISSUE
• Cash rewards to align the reverse supply chain
• When cultural differences matter in bargaining
• An integrated look at motivation and knowledge sharing
• Research from Smith’s Behavioral Lab
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No Time to Read?
Download this issue’s featured research articles in
audio or video format directly to your iPod or other
mobile device, and watch or listen to it at your
convenience. These audio and video clips can also
be accessed via the Web. To subscribe to Smith
Podcasts or learn more visit:
www.rhsmith.umd.ed/podcast.
A L S O A VA I L A B L E I N
Mandarin Chinese
The featured research articles from this issue of
Research@Smith are available in Mandarin Chinese
in both print and audio. Go to:
www.rhsmith-umd.cn/bi to learn more.
本期Research@Smith (史密斯调研)专题文章的中
文已经可以以播客或音频形式下载收听.
更多史密斯播客请访问 www.rhsmith-umd.cn/bi
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