Research in Action Spring 2021 by UCI Paul Merage School of Business

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IN ACTION Eighth Edition | Spring 2021

INSIDE THIS ISSUE

Valuation Blindspot: The Dangers of Undervaluing Trademarks as a Measure of Innovation Internal Networking Leads to External Sales Success The Future is Here: How Competitive Intelligence Levels the Playing Field in a Volatile World Research Abstracts Awards and Honors RESEARCH IN ACTION

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Research Highlights

Valuation Blindspot: The Dangers of Undervaluing Trademarks as a Measure of Innovation by Keith Giles

Investors often have a challenging time valuing companies with intangible assets such as patents, copyrights and trade secrets. These assets don’t usually appear on the balance sheets, and in fact the creation of these intangibles is often expensed under a company’s cost of doing business, further complicating the valuation analysis.

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However, one key indicator of a firm’s valuation might about future profitability and thus firms with patents be hiding in plain sight. As researcher Siew Hong Teoh are notoriously hard to value. Trademarks, on the other of the UCI Paul Merage School of Business recently hand, can provide a clearer signal of the future earnings discovered, registered trademarks may offer relevant potential. Yet, the evidence suggests that investors value signals about a company’s future earnings. seem to ignore the information or are overly cautious “Trademarks are an innovation and pessimistic about the success output measure containing of the product in the market, information about future earning and so they tend to undervalue “Trademarks are an potential,” says Teoh, “but most trademarks.” investors and analysts seem to innovation output measure That tendency might be a critical miss this information when they are mistake in the long run, Teoh containing information about suggests. “Our research found valuing a firm.” Based on the research conducted future earning potential, but that the number of new trademark by Teoh and her coauthors— registrations positively predicts which will soon be published in firm profitability and increased most investors and analysts Management Science—firms that stock returns,” she says. This seem to miss this information same data also confirmed register more trademarks tend to post increased profits. Here’s why: underreaction of earnings forecasts when they are valuing a firm.” from analysts, who despite their “Firms often register trademarks as they launch new products or greater sophistication with handling services,” says Teoh. “Trademarks financial information, seem also to are registered at the end of the development phase be overly cautious about the future earnings potential of of the innovation process and are proof that the new firms with new trademarks. product is commercially viable. Patents, in contrast, are Another reason to consider using trademarks as an registered in the earlier phases of the innovation process indicator of future profits is that—unlike patents— and may never lead to a finished product that’s ready for trademarks offer protection for a firm’s intellectual market. Hence patents do not provide as clear signals property for a broader segment of the market. “Patents are not practical in some industries,” Teoh explains. “In the financial or services industries, for example, you can’t patent your processes without giving away proprietary information. But you can trademark the products generated by these patents to obtain IP protection. In these industries you can’t measure innovation using patents. Patents alone can’t really give you the full picture of a company’s true level of innovation.” Evaluating companies by trademark isn’t unheard of outside of the United States. “European researchers tend to be ahead of us on this practice,” says Teoh. “The OECD specifically defines innovation as including trademarked products and encourages innovation 4

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measurements in this area. Trademarks are innovation output measures that really need to be considered more broadly in U.S. research.” The real challenge to measuring the importance of trademarks on a company’s valuation is quite often a lack of transparency. “Many companies file trademarks under subsidiaries,” says Teoh. “For example, Toys “R” Us often filed trademarks under the name “Geoffrey LLC” rather than the parent company’s name, which makes it especially difficult for investors to connect the dots between the company and the subsidiary which holds the trademark.”

To alleviate these barriers, Teoh and her research team created a large database that compiled information and mapped out the connections between the parent company and the various subsidiary companies related to their trademarks. Now that the database required to properly map out company trademarks has been created, and Teoh’s research has been published, the future of valuation may soon shift to include trademark registrations, providing even greater insights into measuring those intangible corporate assets.

Dean’s Professor of Accounting Siew Teoh earned her MBA and PhD from the University of Chicago and her master’s and bachelor’s in economics from the London School of Economics. She has served on the faculty at UCLA, University of Michigan and Ohio State University. Her research is primarily in the area of information and capital markets, a topic that is at the intersection of accounting, finance, and economics. She received the Moskowitz Prize for best paper on socially responsible investing from the Social Investment Forum. She has published over 45 articles in the leading journals in accounting, finance and economics including The Accounting Review, Journal of Accounting Research, Journal of Accounting and Economics, Journal of Finance, Journal of Financial Economics, Review of Accounting Studies, Review of Financial Studies, and the Rand Journal of Economics. RESEARCH IN ACTION

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Internal Networking Leads by Keith Giles

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to External Sales Success New research by Professor Kevin Bradford and his team strongly suggests that the internal relationship aspect of the sales role is as critical to external success as any other skills that sales trainers currently focus on.

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As anyone who has worked in a sales environment can tell you, some people seem to have a natural ability to sell while others need intensive study and training to develop those same skills. However, according to the research of Kevin Bradford, Professor of Teaching at the UCI Paul Merage School of Business, there may be a huge blind spot that hasn’t been addressed until now. Bradford’s work will be published in a forthcoming issue of the Journal of Business Research in an article titled Internal Selling: Antecedents and the Importance of Networking Ability in Converting Internal Selling Behavior to Salesperson Performance. Bradford collaborated on the study with Yongmei Liu of Illinois State University, Bryan Hochstein of the University of Alabama, Willy Bolander of Florida State University, and Barton Weitz of the University of Florida.

The Importance of Internal Relationships

Bradford says. “What we’re trying to do is to identify the skills that we can train. We want to know the aptitudes that people come to the table with.”

The Importance of Informal Training for Success Bradford’s research team drew surprising links between some antecedents to internal selling behaviors. “Our conclusion was that salespeople understand there are formal channels they need to follow to become successful,” he explained. But they also know that those alone are not adequate. There is a negative relationship between the perception of availability of resources via the formal processes to obtain resources to assist in the acquisition of internal resources and how often they engage in internal selling behaviors. As access to resources descreases, their need to engage in internal selling behaviors increases.”

As Bradford explains, the research team noticed that As this general perception of a lack of adequate salespeople who had strong internal relationship skills resources grows, salespeople begin to feel the need to were also the ones who appeared seek out those resources themselves. to be the most successful. “What “What we find is that 100 percent of we wanted to do was to unpack successful salespeople engage in “What we find is that that observation and figure out some form of internal selling behavior,” 100 percent of successful what the mechanisms are, what the Bradford says. “This perception antecedents might be.” that one has to do this is based on salespeople engage in the desire to have access to all the With the goal of investigating this tools necessary to succeed. I think phenomenon, the team set out to some form of internal this is important because it’s sort of understand if their observations were a stake in the ground on why this selling behavior.” accurate, and if so, how they could phenomenon occurs time and again.” be understood. “The key question we wanted to answer,” says Bradford, “is, ‘Is it true that the better you’re able to manage internal relationships, the more successful you’ll be selling externally?’” Some of the skills necessary to succeed at both internal and external networking can seem a bit esoteric and difficult to measure, but the task is not impossible. “There is ample research in organizational behavior that can serve as antecedents and moderators that can affect internal relationship development success,” 8

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The research is ground-breaking in part because internal sales have not been emphasized in how sales professionals are trained. “It’s still one of those tacit realizations that salespeople gain from their experiences,” says Bradford. “So, this is the sort of knowledge that individuals pick up on in practice. Tribal knowledge starts to drive an awareness of who to talk to internally in order to be successful externally with customers. We wanted to find a way to quantify this phenomenon and better equip sales teams.”

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Bradford’s research strongly suggests that the internal relationship aspect of the sales role is critical to external success and should be considered as important as other sales skills that sales trainers currently focus on.

Closing the Gap in Sales Training One might assume that Bradford’s research suggests that salespeople should focus more on internal sales, but that would be missing the point. “It’s poor advice to say that sales executives should tell their salespeople to spend more time focused on internal sales because that just takes time away from their customers. That’s not what we’re saying,” says Bradford. “Our research reveals a blind spot in our sales training focus up to this point and a gap in the opportunities we may have overlooked to become more successful with customers. I think our research reveals some problems that firms should be aware of and some areas that need to be addressed because it’s eating up a variance in sales performance.” As Bradford emphasizes, the customer will always be the most important focus in any sales equation. “You

always want your people out in front of customers,” he says. “But at the same time, our research does suggest the need to adjust our systems and fine-tune our sales management carefully.” “This is one important element of a successful salesperson that sales executives and sales managers need to be more aware of so that they can create better environments and opportunities for their salespeople to thrive,” Bradford says. “The real issue is that textbooks and sales training programs really aren’t dealing with this right now.” This research confirms a definite link between internal networking and collaboration that leads to external sales success. This is new territory that has the potential to change the way we train salespeople in the future. “Most sales executives feel that they already provide all the resources necessary with their systems and training programs,” Bradford says. “But our research proves that there is still something missing—and that what’s missing isn’t minor but essential—because this is truly a differential factor in performance. I think we’ll start to see these internal skills and sales processes being introduced to facilitate the equitable access to internal resources.”

Kevin D. Bradford is an associate clinical professor of marketing at The Paul Merage School of Business at UCI and previously taught at the University of Notre Dame for 16 years. His teaching areas of interest are consumer behavior, marketing research, marketing strategy and sports marketing. He conducts research on developing understanding of significant issues within the marketing system and its relationship to society. Bradford received an “Excellence in Sales Scholarship Award” from the American Marketing Association’s special interest group supporting research in the best selling and sales management. He also received the honorable mention award for the “Best Paper Contributing to Theory and Practice to Retail Marketing.” Kevin received his BA from the University of Northern Iowa, his MBA from the University of Notre Dame, and his PhD from the University of Florida. RESEARCH IN ACTION

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The Future is Here: How Competitive Intelligence Levels the Playing Field in a Volatile World by Keith Giles

Businesses today find themselves in a “White Water World.” Navigating the shifting currents is no easy task. A few of the world’s most sophisticated firms are riding through these white waters by using Competitive Intelligence. For Leonard Lane and Michael Ratcliffe, the potential of Competitive Intelligence is limitless.

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to understand what’s happening around us, today,” says Ratcliffe. “But we’re great believers in historical trends and understanding those trends helps us see the future.”

Making Sense of the Data

Lane, a senior lecturer at the UCI Paul Merage School of Business, and Ratcliffe, founder of CI-Strategy and head of Health and Life Sciences at Fuld+Co, have seen the future, and it’s a little bit terrifying. “We use the term ‘VUCA’ to describe the sort of world we’re in today,” says Lane. “That stands for volatile, uncertain, complex and ambiguous.” Lane and Ratcliffe believe that to survive and thrive in a VUCA world, businesses must turn to the emerging science of Competitive Intelligence, or CI. In their recently published book, Competitive Intelligence 2.0: Competing in a Digital World, they explain how CI can give businesses an edge in our increasingly unpredictable world.

How Did We Get Here? Ratcliffe describes an expanding flow of information that has added to the turbulence of today’s business waters. “There are key trends in the growth of information over the last 500 years that can’t be ignored and that will not suddenly stop. The internet and the cloud—and now AI—are creating massive volumes of real-time information that can be used to gain competitive advantage if captured, curated and analyzed correctly.” All of this has led us to a global and layered business world where technology is increasingly creating disruptors to the competitive environment. Simply put, “It’s constantly becoming more and more complex 12

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Lane developed and teaches the School’s CI class and Ratcliffe is a guest lecturer in the class helping students understand these concepts. “What we’ve learned is that Competitive Intelligence is an integral part of building an effective competitive strategy,” says Lane, “and you need solid data driven intelligence to build that strategy.” They argue that CI work is integral to a firm’s strategy and strategy implementation “CI can help you understand what is going on today in the marketplace,” says Lane, “pitching against competitors, understanding the digital world—all very tactical. But it’s a process that is needed in the core strategy world. That’s why we wrote this book; to connect competitive intelligence to strategy development and expand the fields horizons beyond the tactical.” This realization inspired application in their book of the White Water World (WWW) concept developed by Ann Pendelton-Julian and John Seely Brown. Lane says, “In the WWW, things are hyper-connected, radically contingent and fast. We need to have the capability to read what’s going on beneath the surface in order to navigate the white water on the surface. To build an intelligence driven competitive strategy, the CI professionals and the strategic side of the organization need to come together,” says Lane. “That’s what will lead us into the sort of CI that gives rise to the breed of the ‘Intelligent Company,’ one that can truly thrive in tomorrow’s world.” In other words, “Instead of making a strategy that’s up in the clouds, we need to create one that is grounded in context. “We make strategy with our hands,” he says and quotes Andy Grove of Intel “Only the paranoid survives.”

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Leveraging Artificial Intelligence

Until now, most companies wanting to utilize AI have been limited by the costs. “You need a lot of money Survival is, of course, only one challenge organizations and resources to build AI tools, and there is also a face when seeking to adapt to this new VUCA world. major advantage of building this capability internally Thriving is yet another. rather than subcontracting it out to a third party” says As Ratcliffe explains, “There are individual companies Ratcliffe. “Bigger companies are the ones who have that are already ‘doing the future’ and they give pointers the resources and the data to do AI internally. So, to where markets are going. date we have seen the AI can help track these bigger companies using companies and make “To build an intelligence driven competitive AI to gain competitive sense of large data advantage, with many sets in near real-time. strategy, the CI professionals and the small companies not For example, you can being aware of the threat strategic side of the organization need to get AI to feed amazing of AI until it is too late,” he visualization tools, says. “Yet another new come together.” like maps and spider competitive dynamic for diagrams in a way that the CI professional to be you can’t do otherwise. aware of.” AI can give the CI professional tools to capture and “Obviously, most CI professionals already know they’re make sense of information in a way that simply was not in a White Water World,” he says, “but they don’t possible even 20 years ago.” understand what it’s all about. Lane agrees. “As you take all of these trends and Our book helps them connect factors brought about bythe exponential increase in those trends and connect CI computing power, it still takes people to make the to their company’s strategy human decisions,” he says. “CI is both a science and an to help drive it towards art. We call that learning to dance with the data scientist. becoming the Intelligent This is what the CI pro needs to develop within the Company.” organization. Their job is to go out and work with the Competitive Intelligence line managers and show them the importance of using 2.0: Competing in a Digital the data that are now accessible to them—breaking World is available now on the silos that allows the organization to become more Amazon. intelligent.”

Professor Leonard Lane earned his bachelor’s in political science and his MBA from the University of Southern California. After 38 years of global work experience, he earned his PhD from Case Western Reserve University in 2003. Currently Lane is also president of LL Global Consult, an international strategy development consulting firm. During his career he has served as vice president for global strategy for Divine, Inc., president of LLA Strategic Development Group (Alaska and Seattle) and LLA Pacific (Hong Kong), executive vice president of Alaska International Air, assistant to the chairman for Alaska Airlines, senior consultant peat for Marwick Mitchell, special assistant to the governor of Alaska and held senior management positions in two major manufacturing organizations. RESEARCH IN ACTION

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Research Abstracts Latest Published Work by Merage School Faculty Members September 2020 - March 2021

Accounting Abstracts Professor Vibhanshu Abhishek Title: “When the Bank Comes to You: Branch Network and Customer Omni-Channel Banking Behavior” Co-authors: Mi Zhou, Geng Dan, and Beibei Li Accepted at: Information Systems Research (Journal on Financial Times Top 50 list)

Professor Vibhanshu Abhishek Title: “Business Models in the Sharing Economy: Manufacturing Durable Goods in the Presence of Peer-to-Peer Rental Markets” Co-authors: Jose Guajardo and Zhe Zhang Accepted at: Information Systems Research (Journal on Financial Times Top 50 list)

Professor Vibhanshu Abhishek Title: “Strategic Timing and Dynamic Pricing for Online Resource Allocation” Co-authors: Mustafa Dogan and Alexandre Jacquillat Accepted at: Management Science (Journal on Financial Times Top 50 list)

Professor Joanna Ho Title: “Large Shareholder Ownership Types and Board Governance” Co-authors: Cheng-Jen Huang and Christo Karuna Accepted at: Journal of Corporate Finance

Professor Joanna Ho Title: “The Impact of Controlling Families and Foreign Institutional Investors on Nonfinancial Performance Measures and Reporting Transparency” Co-authors: Ya-Hsueh Chuang and Chialing Lee Accepted at: China Accounting and Finance Review

Professor Joanna Ho Title: “Choice of Performance Measures for Bonus Plan: Implications for Firm Performance and Promotion” Co-authors: Dipankar Ghosh, Jong-Yu Paula Hao PhD ’18, and Hiroshi Miya Accepted at: Asia Pacific Journal of Accounting and Economics

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Professor Ben Lourie Title: “Cater to Thy Client: Analyst Responsiveness to Institutional Investor Attention” Co-authors: Siew Hong Teoh, Peng-Chia Chiu, and Alex Nekrasov Accepted at: Management Science (Journal on Financial Times Top 50 list)

Professor Ben Lourie Title: “Broker Trading Volume: A Conflict of Interest?” Co-authors: Devin M. Shanthikumar and Tiana Lehmers PhD ’18 Accepted at: Review of Accounting Studies (Journal on Financial Times Top 50 list)

Professor Radhika Lunawat Title: “Do Verified Earnings Reports Increase Investment?” Co-authors: Gregory Waymire and Baohua Xin Accepted at: Contemporary Accounting Research (Journal on Financial Times Top 50 list)

Professor Radhika Lunawat Title: “Learning from Trading Activity in Laboratory Security Markets with Higher-Order Uncertainty” Accepted at: Journal of Behavioral and Experimental Economics

Professor Terry Shevlin Title: “The Decreasing Trend in U.S. Cash Effective Tax Rates: The Role of Growth in Pre-tax Income” Co-authors: Alex Edwards and Adrian Kubata Accepted at: The Accounting Review (Journal on Financial Times Top 50 list)

Professor Terry Shevlin & Doctoral Candidate Shaphan Ng Title: “The Effects of Tax Avoidance News on Employee Perceptions of Managers and Firms: Evidence from Glassdoor.com Ratings” Co-authors: Yoojin Lee PhD ’17 and Aruhn Venkat PhD ’20 Accepted at: The Accounting Review (Journal on Financial Times Top 50 list)

Professor Terry Shevlin Title: “An Overview of Academic Tax Accounting Research Drawing on U.S. Multinational Taxation” Accepted at: Journal of International Accounting Research

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Professor Terry Shevlin Title: “The Effect of Tax Avoidance Crackdown on Corporate Innovation” Co-authors: Qin Li PhD ’16 and Mark (Shuai) Ma Accepted at: Journal of Accounting and Economics (Journal on Financial Times Top 50 list)

Professor Terry Shevlin Title: “How does the Market for Corporate Control Impact Tax Avoidance? Evidence from International M&A Laws” Co-authors: Jinshuai Hu and Siqi Li Accepted at: Review of Accounting Studies (Journal on Financial Times Top 50 list)

Professor Terry Shevlin Title: “Measuring Corporate Tax Rate and Tax Base Avoidance of U.S. Domestic and U.S. Multinational Firms” Co-authors: Niklas Lampenius and Arthur Stenzel Accepted at: Journal of Accounting and Economics (Journal on Financial Times Top 50 list)

Professor Devin M. Shanthikumar Title: “Broker Trading Volume: A Conflict of Interest?” Co-authors: Ben Lourie and Tiana Lehmers PhD ’18 Accepted at: Review of Accounting Studies (Journal on Financial Times Top 50 list)

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Professor Siew Hong Teoh Title: “Visuals and Attention to Earnings News on Twitter” Co-authors: Alex Nekrasov and Shijia Wu (Merage School Doctoral Candidate) Accepted at: Review of Accounting Studies (Journal on Financial Times Top 50 list)

Professor Siew Hong Teoh Title: “Valuation of New Trademarks” Co-authors: Po-Hsuan Hsu, Dongmei Li, Qin Li, and Kevin Tseng Accepted at: Management Science (Journal on Financial Times Top 50 list)

Professor Siew Hong Teoh Title: “Cater to Thy Client: Analyst Responsiveness to Institutional Investor Attention” Co-authors: Ben Lourie, Peng-Chia Chiu and Alex Nekrasov Accepted at: Management Science (Journal on Financial Times Top 50 list)

Economics and Public Policy Abstracts Professor N. Edward Coulson Title: “Economic Diversification and The Resiliency Hypothesis: Evidence from the Impact of Natural Disasters on Regional Housing Values” Co-authors: Shawn McCoy and Ian McDonough Accepted at: Regional Science and Urban Economics

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Finance Abstracts Professor David Hirshleifer Title: “Social Transmission Bias and Investor Behavior” Co-authors: Bing Han and Johan Walden Accepted at: Journal of Financial and Quantitative Analysis (Journal on Financial Times Top 50 list)

Professor David Hirshleifer Title: “Social Finance: Cultural Evolution, Transmission Bias and Market Dynamics” Co-authors: Erol Akçay Accepted at: Proceedings of the National Academy of Sciences

Professor David Hirshleifer Title: “Can Individual Investors Beat the Market?” Co-authors: Joshua Coval and Tyler Shumway Accepted at: Review of Asset Pricing Studies

Professor David Hirshleifer Title: “Moonshots, Investment Booms, and Selection Bias in the Transmission of Cultural Traits” Co-author: Joshua Plotkin Accepted at: Proceedings of the National Academy of Sciences

Professor David Hirshleifer Title: “Presidential Address: Social Transmission Bias in Economics and Finance” Accepted at: Journal of Finance (Journal on Financial Times Top 50 list) Covered by: Investors Chronicle, “Bubbles, virus and biases”

Professor Chong Huang Title: “The Real Costs of Financial Efficiency When Some Information is Soft” Co-authors: Alex Edmans and Mirko Heinle Previously Accepted by: Review of Finance

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Professor Zheng Sun Title: “Does Mutual Fund Illiquidity Introduce Fragility into Asset Prices? Evidence from the Corporate Bond” Co-authors: Hao Jiang, Yi Li, and Ashley Wang Accepted at: Journal of Financial Economics (Journal on Financial Times Top 50 list)

Professor Yuhai Xuan Title: “Gender Gaps in Venture Capital Performance” Co-authors: Paul Gompers, Vladimir Mukharlyamov, and Emily Weisburst Accepted at: Journal of Financial and Quantitative Analysis (Journal on Financial Times Top 50 list)

Professor Lu Zheng Title: “Tracking Biased Weights: Asset Pricing Implications of Value-Weighted Indexing” Co-authors: Hao Jiang and Dimitri Vayanos Accepted at: National Bureau of Economic Research (Working Paper)

Information Systems Abstracts Professor Behnaz G. Bojd Title: “Star-Cursed Lovers: Role of Popularity Information in Online Dating” Co-author: Hema Yoganarasimhan Accepted at: Marketing Science (Journal on Financial Times Top 50 list)

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Professor Tingting Nian Title: “Examining the Impact of Television-Program-Induced Emotions on Online Wordof-Mouth toward Television Advertising” Co-authors: Yuheng Hu and Cheng Chen Accepted at: Information Systems Research (Journal on Financial Times Top 50 list)

Professor Tingting Nian Title: “Social Media Marketing, Quality Signaling and the Goldilocks Principle” Co-author: Arun Sundararajan Accepted at: Information Systems Research (Journal on Financial Times Top 50 list)

Marketing Abstracts Professor Kevin Duane Bradford Title: “Internal selling: Antecedents and the importance of networking ability in converting internal selling behavior into salesperson performance” Co-authors: Yongmei Liu, Bryan Hochstein, Willy Bolander, and Barton A. Weitz Accepted at: Journal of Business Research

Professor Tonya Williams Bradford Title: “Help Me Help You! Employing the Marketing Mix to Alleviate Experiences of Donor Sacrifice” Co-author: Naja Williams Boyd Accepted at: Journal of Marketing (Journal on Financial Times Top 50 list)

Professor Tonya Williams Bradford Title: “We can fix this! Donor activism for nonprofit supply generation” Accepted at: Journal of the Academy of Marketing Science (Journal on Financial Times Top 50 list)

Professor Tonya Williams Bradford Title: “Researching Multisensory Experiences through an Artist’s Eye” Co-author: Rebecca Scott Accepted at: Journal of Marketing Management

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Professor Imran Currim Title: “Influence of Chief Executive Officers’ Religious Affiliations on Advertising Spending and Shareholder Value” Co-authors: John Bae PhD ’14, Hannah Oh PhD ’14, Jooseop Lim PhD ’04, and Yu Zhang Accepted at: European Journal of Marketing

Professor Imran Currim Title: “The Right Metrics for Marketing Mix Decisions” Co-authors: Ofer Mintz PhD ’11, Timothy J. Gilbride, and Peter Lenk Accepted at: International Journal of Research in Marketing

Professor Imran Currim Title: “How Influencers, Celebrities, and FOMO Can Win Over Vaccine Skeptics” Co-authors: Rohit Deshpandé and Ofer Mintz PhD ’11 Accepted at: Harvard Business School Working Knowledge: Business Research for Business Leaders

Professor Imran Currim Title: “CORONAVIRUS: Your Customers Have Changed. Here’s How to Engage them Again” Co-authors: Rohit Deshpandé and Ofer Mintz PhD ’11 Accepted at: Harvard Business School Working Knowledge: Business Research for Business Leaders

Professor Connie Pechmann Title: “Perceived Costs versus Actual Benefits of Demographic Self-Disclosure in Online Support Groups” Co-authors: Kelly EunJung Yoon PhD ’19, Denis Trapido, and Judith J. Prochaska Accepted at: Journal of Consumer Psychology (Journal on Financial Times Top 50 list)

Professor Connie Pechmann Title: “Undergraduate support for university smoke-free and vape-free campus policies and student engagement: a quasi-experimental intervention” Co-authors: Elaine Cheung, Catherine M. Crespi, Claudia Perez, Janice E. Huang, and William J. McCarthy Accepted at: Journal of American College Health

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Professor Connie Pechmann Title: “Application of Automated Text Analysis to Examine Emotions Expressed in Online Support Groups for Quitting Smoking” Co-author: Erin A. Vogel Accepted at: Journal of the Association for Consumer Research

Professor Connie Pechmann Title: “Facebook Recruitment Using Zip Codes to Improve Diversity in Health Research: Longitudinal Observational Study” Co-authors: Connor Phillips, Douglas Calder, and Judith J. Prochaska Accepted at: Journal of Medical Internet Research

Professor Rajeev Tyagi Title: “Product Fit Uncertainty and Information Provision in a Distribution Channel” Co-author: Monic Sun Accepted at: Production and Operations Management (Journal on Financial Times Top 50 list)

Doctoral Candidate Duke Chowdhury Title: “Functional analysis of generalized linear models under non-linear constraints with applications to identifying highly-cited papers.” Accepted at: Journal of Informetrics

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Operations and Decision Technologies Abstracts Professor Luyi Gui Title: “The Implications of Recycling Technology Choice on Extended Producer Responsibility” Co-authors: Morvarid Rahmani and Atalay Atasu Accepted at: Production and Operations Management (Journal on Financial Times Top 50 list)

Professor Luyi Gui Title: “Optimal Subsidy Schemes and Budget Allocations for Government-Subsidized Trade-in Programs” Co-authors: Rick So (Professor Emeritus), Jiaru Bai PhD ’17, Shu Hu, and Zujun Ma Accepted at: Production and Operations Management (Journal on Financial Times Top 50 list)

Professor Robin Keller Title: “Communicating Health Risks to the Public” Co-authors: Jim Leonhardt PhD ’13 and Ronald S. Lembke Accepted at: Organization Review

Professor Shuya Yin Title: “Cost Analysis in Global Supply Chains” Co-author: Yuhong He PhD ’14 Accepted at: Operations Research Letters

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Organization and Management Abstracts Professor Gerardo Okhuysen Title: “A place in the world: Vulnerability, wellbeing, and the ubiquitous evaluation that animates participation in institutional processes” Co-authors: W. E. Douglas Creed, Bryant Ashley Hudson, and Kristin Smith-Crowe Accepted at: Academy of Management Review (Journal on Financial Times Top 50 list)

Strategy Abstracts Professor Philip Bromiley Title: “Making Theoretically Informed Choices in Specifying Panel-Data Models” Co-authors: Mikko Ketokivi and Amrou Awaysheh Accepted at: Production and Operations Management (Journal on Financial Times Top 50 list)

Continuing Lecturer Leonard Lane Title: “Can Brands Claim Ignorance? Unauthorized Subcontracting in Apparel Supply Chains” Co-authors: Felipe Caro and Anna Saez de Tejada Cuenca Accepted at: Management Science (Journal on Financial Times Top 50 list)

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Doctoral Candidate Mojtaba Hosseini Title: “Benders Decomposition for Profit Maximizing Capacitated Hub Location Problem with Multiple Demand Classes” Co-authors: Gita Taherkhani and Sibel A. Alumur Accepted at: Transportation Science

Doctoral Candidate Shijia Wu Title: “Visuals and Attention to Earnings News on Twitter” Co-authors: Alex Nekrasov and Siew Hong Teoh Accepted at: Review of Accounting Studies (Journal on Financial Times Top 50 list)

Doctoral Candidate Haonan Yin Title: “Effects of Online-Offline Service Integration on e-Healthcare Providers: A QuasiNatural Experiment” Co-authors: Ni Huang and Zhijun Yan Accepted at: Production and Operations Management (Journal on Financial Times Top 50 list)

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Appointments, Awards, Books and Honors Tonya Williams Bradford 2020 Inclusive Excellence Spirit Award

Inclusive Excellence Spirit Awards support faculty activities which promote equity, diversity and inclusion on campus among faculty, students and staff, as well as the community served by UCI. The 2019-2020 call for proposals received 19 applications originating from 9 academic areas, with a funding request of over $90,000. The enthusiastic response underscores the interest of our faculty in augmenting the campus capacity to advance inclusive excellence.

Leonard Lane Published Competitive Intelligence 2.0 Competing in a Digital World

Robin Keller 2020 Decision Analysis Special Recognition Award for Valuing Sequences of Lives Lost or Saved Over Time: Preference for Uniform Sequences

Co-authors: Jeffery Guyse PhD ’00 and Candice Huynh PhD ’14 The Decision Analysis Special Recognition Award is given annually for the paper most worthy of recognition published in the Decision Analysis journal for the current year. The winner is announced by March of the following year and awarded a plaque by the award committee.

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Co-author: K. Michael Ratcliffe Published by: Lexingford Publishing LLC Competitive Intelligence (CI) has emerged as a “musthave” for successful companies across industries. Equally valuable to the competitive intelligence professional and the general business reader, this book tells the compelling and arresting story of major disruptions in technology and commerce. With particular focus on Artificial Intelligence (AI), authors Leonard D. Lane and K Michael Ratcliffe write from a rich background as practitioners, researchers, and teachers of competitive intelligence in all its forms.

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Connie Pechmann Consumer Psychology Fellow

Jone Pearce Publisher’s Award for “The Most Influential Book Published in 2020” in China

Title: Organizational Behavior Co-author: Xin Rong Published by: China Machine Press

The Fellows Award represents SCP’s highest honor— the award recognizes senior scholars who received a PhD 15 or more years prior, and who have made outstanding and unusual contributions to consumer psychology through both their research and their service. Evaluation criteria include not only scholarly impact, but also institutional and field leadership. The criteria of “outstanding and unusual” goes beyond the mere existence of relevant publications and evidence of steady and continuing competence, which are necessary, but not sufficient, indicators. To receive this award, a scholar’s publications must include impressive work and have an impact upon others. Long-term SCP membership and activity are important criteria. An exceptional record of scholarly performance, impact and service over time must be demonstrated.

Through the interpretation of systematic research on organizational behavior, this book points out which organizational behaviors and practices are effective and which are ineffective, providing a reference for managers to understand and control the organization. Different from management books that focus on interpreting concepts, this book not only explains the actual organizational problems that managers will encounter, but also puts forward corresponding suggestions. These suggestions are based on a large number of rigorous research results and have practical significance.

RESEARCH IN ACTION

SPRING 2021

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Illustrations by Emily Young ’20