ACCOUNTING REVIEW2021-01

Abstract

We exploit the staggered recognition of the Inevitable Disclosure Doctrine (IDD) by U.S. state courts to examine the effect of trade secret protection on the amount of firm-specific information incorporated in stock prices, as reflected in stock price synchronicity. We find that after certain state courts recognize the IDD, firms headquartered in those states exhibit a significant increase in stock price synchronicity relative to firms in other states. We also find a significant decrease in the disclosure of proprietary information in the firms' 10-K reports. These results suggest that IDD recognition increases the proprietary cost of disclosure and, in response, corporate managers withhold more information. In addition, we find that the increase in stock price synchronicity and the decrease in the disclosure of proprietary information lead to increases in the firm's market share, cost of equity, and market-to-book ratio, suggesting that managers sacrifice capital market benefits for product market gains.

MARKETING SCIENCE2021-01

Abstract

Some firms that operate in multiple product markets use the same brand in different markets, whereas others use different brands in different markets. This research investigates in which product markets a firm should use the same or different brands and how this decision depends on the relatedness of product markets. To answer this question, I propose a framework of market relatedness that characterizes the relationships among distinct product markets from the supply side (e.g., shared production technology) and demand side (e.g., correlated customer preferences). This framework is applied to a model of reputation in which a multiproduct firm's product quality is jointly determined by its hidden capability type (i.e., adverse selection) and hidden choice of effort level (i.e., moral hazard) in each product market. Consumers obtain noisy information about the firm by observing its track record, that is, product quality produced in the past. Umbrella branding allows consumers to pool the firm's track record across different product markets and form expectations about the product quality based on market relatedness. The analysis shows that umbrella branding is optimal if supply-side relatedness is high and demand-side relatedness is not too high. However, if the product markets are closely related in both dimensions, then independent branding may be optimal because, as an umbrella brand, the firm faces a temptation to exploit positive information spillover across product markets through its shared brand name. By using different brand names, a firm can credibly commit to investing in all product markets and thereby earn higher profits. Finally, this paper provides implications for an umbrella brand's customer relationship management strategy whether to serve the same or distinct customer segments with its products.

MIS Quarterly2020-12

Abstract

INFORMATION SYSTEMS RESEARCH2020-12

Abstract

Despite the prolitcratiun of studies on sales distributions in e-commerce, little is known about how such a distribution in online markets is affected by the presence of mobile channels, which have become a significant conduit for e-commerce. Using a large transaction data set from a leading e-marketplace in South Korea, this study empirically investigates (1) how the sales distribution in the mobile commerce channel is different from the sales distribution in the traditional personal computer (PC) channel and (2) how mobile commerce channel adoption (as a search and purchase channel) affects e-market users' search intensity and their aggregate sales distribution. Our analysis in comparing the sales distributions between the PC and mobile channels shows that transactions in the mobile channel are more concentrated on "head" products compared with PC channel sales. The subsequent user-level analysis, based on a difference-in-differences approach, reveals that mobile channel adopters search more but are less (more) likely to choose "tail" (head) products. This finding is contrary to our previous belief that more search activities lead to more tail product sales. The relationship between search intensity and head (tail) product sales, however, largely depends on the product categories. In the case of preference goods such as books, CDs, toys, and fashion items, adoption increased e-market users' search activities and resulted in more tail product sales. For quality goods such as PCs, phones, cameras, and digital appliances, however, adoption intensified the search activities but resulted in more head product sales. Finally, for convenience goods such as home supplies and processed foods, adoption discouraged search activities and decreased the choice of tail products. We discuss the theoretical implications of our findings.

ORGANIZATION SCIENCE2020-11

Abstract

Despite substantial scholarly attention to workforce demographic diversity, existing research is limited in understanding whether or in what contexts firm-level racial diversity relates to performance and workforce outcomes of the firm. Drawing on social interdependence theory along with insights from social exchange and psychological ownership theories, we propose that the use of broad-based stock options granted to at least half the workforce creates the conditions supporting a positive relationship between workforce racial diversity and firm outcomes. We examine this proposition by analyzing panel data from 155 companies that applied for the "100 Best Companies to Work For" competition with responses from 109,314 employees over the five-year period from 2006 to 2010 (354 company-year observations). Findings revealed that racial diversity was positively related to subsequent firm financial performance and individual affective commitment and was not significantly associated with subsequent voluntary turnover rates, when accompanied by a firm's adoption of broad-based stock options. However, under the nonuse of broad-based stock options, racial diversity was significantly related to higher voluntary turnover rates and lower employee affective commitment, with no financial performance gains. By documenting the beneficial effects of financial incentives in diverse workplaces, this paper extends theory asserting the value of incentives for performance.