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This study aims to determine the impact of attitude toward content creators, subjective norm and perceived content quality in affecting people’s intention and behavior to watch videos posted on YouTube in Indonesia.

Using questionnaire, data from the total of 112 individuals living in Indonesia were gathered in this study, and these respondents are individuals who have been watching YouTube contents at least 3 h a day for the past eight months. Moreover, all of these data were processed and analyzed using PLS method to determine the impact given by one variable toward the other.

Based on the results of the analysis, the authors concluded that both factors, namely, content credibility and perceived content quality, play significant and positive roles in determining people’s intention to watch – and ultimately behavior to watch – contents or videos published on YouTube, with the former turned out to be the stronger predictor.

The current study attempts to modify and merge both the concept of theory of reasoned action and product quality theory to explain Indonesians’ behavior toward watching contents published on YouTube, and to the best of the authors’ knowledge, this type of studies is still in rarity.

Neuroimaging technologies such as electroencephalogram and magnetic resonance imaging allow us to analyze consumers’ brains in real time as they experience emotions. These technologies collect and integrate data on consumers’ brains for big data analytics. The purpose of this paper is to identify new opportunities and challenges for neuromarketing as an applied neuroscience.

The authors discuss conceptual and methodological contributions of neuromarketing based on studies that have employed neural approaches in market-related investigations, explaining the various tools and designs of neuromarketing research. The authors identify marketing-related questions to which neuroscientific approaches can make meaningful contributions, evaluating several challenges that lie ahead for neuromarketing.

The authors summarize the contributions of neuromarketing and discuss synergistic findings that neuromarketing has the potential to yield.

The authors ask: do consumers’ self-reported choices and their neural representations tell different stories?; what are the effects of subtle and peripheral marketing stimuli?; and can neuromarketing help to reveal the underlying causal mechanisms for perceptual and learning processes, such as motivation and emotions?

The authors identify marketing-related questions to which neuroscientific approaches can make meaningful contributions, evaluating several challenges that lie ahead for neuromarketing.

To the best of the authors’ knowledge, no current review has identified avenues for future research in neuromarketing and the emerging challenges that researchers may face. The current paper aims to update readers on what neuroscience and other psychophysiological measures have achieved, as well as what these tools have to offer in the field of marketing. The authors also aim to foster greater application of neuroscientific methods, beyond the more biased/post-test methods such as self-report studies, which currently exist in consumer research.

Director interlocks, with their extended resources and shared experiences, have the potential power to go beyond the basic role of providing advice and monitoring the activities of an organization. Interlocked directors can have a cross-cultural role in manipulating corporate choices and strategies in several areas, including capital structure, based on learned behavior in their internal company. Shareholders and creditors are the two main capital providers for a company. However, their risk return horizons are very different, and policies that benefit one group may not be optimal to the other. Interlocks can act as carriers of sub-par practices that affect the behavior of several organizations. Such transactional and relational activities may increase short-term value for equity shareholders, but increase the risk for the creditors. The purpose of this paper is to examine cross-cultural effects of interlocks on corporate strategies that affect this essential agency relationship.

This paper surveys the extant literature on board interlocks, board practices, equity valuation and credit risk to develop a link between such interlocks and creditor protection. Based on a brief survey of the central concepts of governance and the role of directors, this paper then provides various propositions on the role of interlocking directorships and their effect on the shareholder–creditor agency problem.

Director interlocks, through their linked common practices, have the potential to increase or worsen shareholder–creditor conflicts by magnifying strategic practices like short-termism, earnings management or through its effects on chief executive officer compensation. Such cross-cultural effects persist across ownership structures and cultural differences in governance.

The paper is not an empirical study of the conflict. This paper uses a literature review to arrive at propositions that may impact shareholder–creditor conflicts.

Several studies have shown cronyism and the dense corporate network has been a large factor in the financial crisis that affected both shareholders and creditors. As the influence of creditors grows with the current availability, and therefore increase in debt levels, this conflict can be magnified through homophily inherent in interlocks. For an organization to be successful in its role of protecting all stakeholders, especially the two major providers of equity capital, factors that cause conflicts must be taken into account while developing the tenets of governance policies and, on a regular basis, during the strategic planning process within the organization. Regulations affecting interlocks, including governance policies, must therefore take into account such influences.

Board interlocks act as channels of information between companies, creating a social network where processes and polices are shared and implemented as defined by the concept of homophily. Such management actions reduce both the quality of information available to creditors and their monitoring capabilities. This juxtaposition of shareholder and creditor interest can, therefore, be worsened by director interlocks.

Prior literature has not specifically linked director interlocks and their mutual impact on the culture and strategy of linked corporations to the shareholder–creditor conflict.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.