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The rapid growth of online auctions underscores the need to analyze the mechanism of online auctions and to establish a theoretical research framework based on the business models adopted by successful organizations. While the theoretical and empirical research bases for traditional auctions are well established, current understanding of online auctions is still very limited. A broad conceptual model is developed that can form the basis for future research in online auctions. A review of prior research and use systems theory and empirical analysis is presented to identify the potential antecedents to online auction success. Then dimensions of the input, process, and output factors are discussed to develop the conceptual model. The conceptual model provides an impetus and direction for future research into online auctions, taking advantage of existing tradition but also forming the basis for the development and testing of research hypotheses that will expand the frontiers of knowledge in online auctions.

This paper aims to establish a two‐part research agenda for marketing in supply chain management (SCM) through the application of an interdisciplinary model, using marketing, operations, logistics/purchasing, and information technology as the nodes for a model.

After generating a list of the highly ranked and relevant journals in each of the four disciplines, an exhaustive search was conducted of the literature published from January 1999 through December 2002, using the keywords supply chain and supply chain management. The keywords were searched for in any field (i.e. title or abstract). The authors also conducted a Delphi study of experts to identify relevant journals in each field. The resulting articles were sorted by topic and mapped to one of the other remaining three functional disciplines. This yielded six intersections between functions, three of which are examined in this manuscript as dyads with marketing. Thus, it was possible to identify current overlap in topics researched and potential areas of overlap, representing opportunities for collaboration between the disciplines.

For simplicity and focus, this paper presents only marketing SCM research. The mapping process yielded: topics that are being researched from the marketing perspective but not in the IT, logistics, or operations perspectives; topics that are being researched from the IT, logistics, or operations perspectives but not from the marketing perspective; and similar (or identical) topics that are being researched from both the marketing and the IT perspective, the marketing and logistics perspective, and the marketing and operations perspective. Based on these mappings, an interdisciplinary research agenda for marketing SCM researchers was derived.

Using an automated extraction of articles from published databases by using keywords may present inconsistencies. The authors have attempted to minimize the inconsistencies by documenting the process and cross‐validating the work in each function with at least two of the research team independently extracting, categorizing, and mapping the articles. Another limitation that arose was in terms of language. Since the research team consisted of researchers from different functional areas, it had to address semantics issues as the study was conducted. The authors also limited the initial endeavor to mapping only as a dyad and only using dichotomous variables. Future work on this model may include an ordinal ranking system or multi‐function mapping.

This work presents a useful model for determining an interdisciplinary research agenda in marketing. Since business and supply chain integration are increasingly important, concepts in business, academic research should take an interdisciplinary approach, providing the prospects for richer and more applicable results. Interdisciplinary research can also help to combat the silos that people tend to work in, creating new knowledge.

This paper provides the example of a model for determining an interdisciplinary research agenda. Supply chain management has been co‐opted by almost every business discipline. There is much to be learned by working together to bring new ideas and knowledge to bear on the issues related to managing the supply chain.

The purpose of this paper is to investigate whether managers can acquire strategic skills using management education methods in lieu of experience. It demonstrates that experienced‐based pedagogical methods can be effective in developing traditional skills or “hard” skills and “soft” skills such as interpersonal communication, which then facilitate the acquisition of strategic skills.

The paper uses data from questionnaires and achievement scores from capstone classes to determine whether exposure to an experiential technique called large‐scale simulation can lead students to acquire traditional, soft and strategic managerial skill sets.

The results show that soft and traditional skills are complementary and together lead to better acquisition of strategic skills and also imply that mastering soft skills may enhance the mastery of traditional skills.

A limitation of the research stems from the use of students as research subjects. While this limits generalizability, it is important to remember that many such students go on to be successful managers in large and small organizations, partly due to their educational background. Replicating these findings with graduate and executive students is required.

A key practical implication is that organizations may be able to effectively supplement their own experienced‐based developmental efforts for their managerial personnel with course‐based learning.

The paper's findings support an option for many firms, although this has not received much direct empirical support. Additionally, the results support the increasing emphasis placed on soft skills, suggesting that development of strategic skills may help managers grasp the bigger‐picture implications.

This article classifies the significant research in the marketing‐manufacturing interface using a framework in three dimensions: process versus outcome, level of interaction (strategic, tactical, or operational), and consideration of situational dimensions. The classification demonstrates that research is limited in specific areas including the consideration of the situational dimensions. Aggregation of topics at the strategic level of the interaction is needed to further research in this area. In addition, it is noted that customer input or measures of either the interaction or performance are important in this literature.

To determine the criteria for internal benchmarking candidate processes. Using those criteria, to develop a decision flowchart to employ internal or external benchmarking. To then propose a framework for implementing internal benchmarking in an organization. Finally, to use a case study to apply both the Decision Flowchart and the proposed implementation framework.

The method is theoretical framework design supported by a case study.

The development of a practical flowchart and framework is achieved. This is successfully used in improving a business process thorough an actual case study.

The information is limited to situations where quality programs including benchmarking are used or anticipated. Information is drawn from a single successful case study and existing literature.

Provides a practical prescriptive approach for identifying and applying the quality tool of benchmarking to internal processes.

This provides a new method of evaluating processes for improvement based on the availability of internal knowledge. No such flowchart has been proposed to date. It should be of use to both practitioners and academics by offering a step‐by‐step approach to improving their business processes and profitability.

Jim Collins' Good to Great is but one of many popular press books on management. In his book, Collins discusses the keys to success for today's corporations. Many managers flocked to bookstores to discover what they might be missing in making their organization great. This paper aims to use methodologies more commonly found in the finance literature to validate the results of Collins' study.

This paper uses methodologies more commonly found in finance literature (e.g. event study methodology, Fama‐French three‐factor model with momentum, buy‐and‐hold abnormal returns) to validate the results of Collins' study.

The results show that the Good to Great firms had unexceptional performance when compared to other benchmark lists of firms, on an ex‐ante or ex‐post basis.

From a management perspective, the advice that one might obtain from Good to Great should be carefully examined by managers before they implement it, only to find that great is not really so great.

The paper is original in its methodological design and is valuable to managers who are seeking advice for opportunities that enhance shareholder wealth.

The concept of “buy now pay later” leads Malaysian Generation Y (Gen Y) to excessively use their credit cards for spending. To gauge the extent of this worrisome scenario, the purpose of this paper is to attempt to investigate the factors, including credit attitudes, knowledge on credit card, materialism, social norm and self-efficacy, that influence credit card misuse amongst Gen Y in Malaysia.

The authors have collected responses from a total of 501 respondents in two urban areas in Malaysia and estimated six multiple regression models to test five hypotheses.

The results suggest that credit card knowledge and self-efficacy are negatively related to credit card misuse amongst Gen Y in Malaysia. In contrast, positive relationships were found to exist between credit card attitudes, materialism and social norm and the dependent variable.

In this study, the authors limit the data collection to the two biggest urban areas in Malaysia, namely, Klang Valley and Ipoh.

For the regulator’s perspective, the results can be used to understand the alarming indebtedness behaviour amongst working members of Gen Y and outline appropriate and effective policies to reduce their serious indebtedness. Financial service providers, however, can collaborate with regulators to curb credit card misuse amongst Gen Y, so that the latter can avoid high bad debt from line of credit facilities and bankruptcy.

The study’s findings will further enrich the existing literature on the factors affecting the credit card misuse, especially for the unique Gen Y cohort in Malaysia.

The purpose of this paper is to argue that the time is ripe to establish a powerful tradition in Experimental International Business (IB). Probably due to what the Arjen van Witteloostuijn refers to as the external validity myth, experimental laboratory designs are underutilized in IB, which implies that the internal validity miracle of randomized experimentation goes largely unnoticed in this domain of the broader management discipline.

In the following pages, the author explains why the author believes this implies a missed opportunity, providing arguments and examples along the way.

Although an Experimental Management tradition has never really gained momentum, to the author, the lab experimental design has a very bright future in IB (and management at large). To facilitate the development of an Experimental IB tradition, initiating web-based tools would be highly instrumental. This will not only boost further progress in IB research, but will also increase the effectiveness and playfulness of IB teaching.

Given the high potential of an Experimental IB, the Cross-Cultural and Strategic Management journal will offer a platform for such exciting and intriguing laboratory work, cumulatively contributing to the establishment of an Experimental IB tradition.