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The purpose of this paper is to investigate the impact of exchange modes – negotiated, reciprocal, generalized, and productive – on inter-employee knowledge sharing.

Based on the affect theory of social exchange, a theoretical model was developed and empirically tested using a survey of 691 employees from 15 North American credit unions.

The negotiated mode of knowledge exchange, i.e. when a knowledge contributor explicitly establishes reciprocation conditions with a recipient, develops negative knowledge sharing attitude. The reciprocal mode, i.e. when a knowledge donor assumes that a receiver will reciprocate, has no effect on knowledge sharing attitude. The generalized exchange form, i.e. when a knowledge contributor believes that other organizational members may reciprocate, is weakly related to knowledge sharing attitude. The productive exchange mode, i.e. when a knowledge provider assumes he or she is a responsible citizen within a cooperative enterprise, strongly facilitates the development of knowledge sharing attitude, which, in turn, leads to knowledge sharing intentions.

To facilitate inter-employee knowledge sharing, managers should focus on the development of positive knowledge sharing culture when all employees believe they contribute to a common good instead of expecting reciprocal benefits.

This is one of the first studies to apply the affect theory of social exchange to study knowledge sharing.

How do exporting manufacturers exchange with their foreign intermediaries? This inductive study of 18 British manufacturers in China led to propositions exploring that question. The study suggests that the choice of exchange modes be determined by different factors in combination, including demand uncertainties, intermediaries’ capabilities, market‐specific knowledge, mutual trust, specialization, and competition intensity. It is the contingencies between these factors that determine the exchange modes.

This paper aims to determine the essential “collective goods” which a foreign multinational enterprise (MNE) must have before production can start in a remote area of an emerging economy, and to consider the alternative governance modes available to procure or create these goods.

This purpose is examined conceptually and theoretically. First, the concept of “collective goods” is presented, followed by a consideration of the traditional “buy, ally or make” contractual approaches available to obtain goods and services. These approaches are repositioned in the context of an “emerging economy” so that alternative “ordering systems” as well as “non-contractual” means of obtaining things have to be considered in the context of internalization and reciprocity theories.

It is difficult to obtain collective goods in remote areas of emerging economies where private ordering prevails and even succeeds but at high transaction costs and with substantial government intervention. However, the use of non-contractual modes of exchange such as reciprocity is available to facilitate exchanges between market MNEs and nonmarket state offices and civil-society associations such as non-governmental organizations with which collaboration is necessary but which cannot be acquired or controlled by MNEs. However, market firms can use philanthropy and lobbying to obtain the help of these nonmarket actors who know how to operate under private and state-ordering systems.

Theoretical implications: Internalization theory explains why MNEs are able to obtain collective goods by providing them “in-house”, while reciprocity theory exemplifies how non-contractual modes of exchange can substitute for the traditional but contractual “buy, ally and/or make”.

Managerial implications: In terms of the organizational structure of the subsidiary of an MNE operating in an emerging economy, it appears that the line functions of procurement, engineering and production may rely more on contractual exchanges with foreign suppliers, while the staff functions of public affairs, government relations and human resources may be more adept at using reciprocal exchange with local suppliers.

The provisioning of the collective goods when a firm builds its facilities in a remote and underdeveloped part of an emerging economy has hardly received any research attention nor have the non-contractual ways – such as reciprocity – available in the context of private ordering to obtain these goods.

This study aims to explore how professional–cultural knowledge is reciprocally shared between experienced expatriates and novice local nurses. To address this, the situated learning in practice lens is combined with social exchange lens.

An interpretive case study methodology enabled an exploratory approach into the knowledge-sharing practices between experienced expatriates and novice local nurses in Saudi Arabia.

Insights gained in the fieldwork suggest that professional–cultural knowledge sharing (KS) often occurred through three primary practices, namely, developing a professional–cultural meaning, forming clinical competency development opportunities and intervening in unfamiliar professional–cultural situations. In addition, two micro-level conditions shaped the reciprocity of professional–cultural KS practices between expatriate and local nurses, which were individual differences and situational conditions.

This study advances and improves the understanding of two intertwined but rarely studied aspects of knowledge-sharing practices. The exploratory lens sought and gained rich insights into the knowledge-sharing practices between experienced and novice individuals and expatriate and local individuals.

The building design processes today are complex, involving many disciplines and issues like collaboration, concurrency and collocation. Several studies have focused on understanding and modeling formal information exchange in these processes. Few past studies have also identified the importance of informal information exchanges in the design process and proposed passive solutions for facilitating this exchange. The purpose of this paper is to term the informal information as ad hoc information and explores if components of ad hoc information exchanges can be actively managed.

An MDM-based framework integrating product, process and people dependencies is proposed and a prototype platform to implement this framework is developed. The demonstration on the usage of this platform to identify information paths during collaboration and hence manage ad hoc information exchanges is presented through an example problem.

Based on the effectiveness of the prototype platform in identifying information paths for design queries, it is concluded that the proposed framework is useful for actively managing some components of ad hoc information exchange.

This research enables the design manager/participants to make a more informed decision on requesting and releasing design information.

The purpose of this paper is to present a review essay of the scholarly work of Donald Dixon, focusing on six of his major contributions to marketing thought and theory.

The research relied heavily on previously published articles, personal interviews and databank searches.

A more complete timeline of the history of marketing thought is presented. The historical work done by Dixon shows us that marketing is not a recent field of human behavior but dates back millennia. His contributions have enriched the marketing discipline and have positioned marketing in its rightful place as a social science studying one aspect of human behavior, which is buying and selling.

Knowing more about the history of marketing is useful both to academics and to practitioners. One learn more about the practitioners and intellectual thinkers of the past who have laid the foundation of marketing as a social science.

The essay ofers but a succinct summary of Dixonian marketing thought with his many contributions to marketing scholarship and macromarketing thought over the past 50 years.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Managers should focus on the development of positive knowledge-sharing culture.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to investigate the extent to which leader behaviors (authentic, directive, and transactional) predict subordinates' conceptualization of exchanges with their organization (i.e. social and economic exchanges).

Data were collected from 165 employees in various organizations within the USA using questionnaires.

Results showed that authentic leadership was positively related to social exchanges. Further, directive leadership was positively related to economic exchanges. Contrary to the authors' prediction that transactional leadership would be a positive predictor of economic exchanges, transactional leader behaviors predicted both social exchanges (positive relationship) and economic exchanges (negative relationship). Several of the relationships between leader behaviors and follower exchange relationships were mediated by employee attitudes (i.e. job satisfaction) and beliefs (i.e. exchange ideology).

Further research is necessary to elucidate the reasons why leader transactional behaviors drive social exchanges, and through what mechanisms.

Organizations and practitioners can use these finding to select leaders who foster desired employee behaviors. Coaching or training efforts to develop authentic leaders may also be beneficial. Organizations and practitioners may benefit by implementing leadership training initiatives that develop managers' authentic leadership.

The paper's results position authentic and directive leader behaviors as positive and negative predictors of social and economic exchanges, respectively. It also identifies mechanisms through which leader behaviors influence employees' perceptions of exchanges.

The purpose of this paper is to design an open architecture of an interconnected communication system (ICS) for multi‐level electric power control centers (EPCC) based on Tele‐control Application Service Element (TASE.2), which possesses specialties of high performances, robustness, cost‐efficiency, quick‐restoration, and easy‐maintenance.

Based on the hierarchy and structure of TASE.2, the overall architecture of the ICS for multi‐level EPCC is put forward at first. As the key devices in the system, the structures of the communication gateway (CG) and common interface are designed. Then, the logical procession flows in CG and the con modes, for both CG and IC are analyzed in detail. The web‐based software configuration of remote maintenance and fault diagnosis is discussed conceptually.

As a standardized, well‐developed, and efficient protocol, TASE.2 is considered to be the most suitable protocol to support the ICS for multi‐level EPCC.

The performance of the ICS needs to be further simulated.

Practical architecture for ICS for multi‐level EPCC with robustness and cost‐efficient specialty is designed in principle, which is very useful for manufacturers to develop pilot devices or even products.

This paper proposes a new ICS scheme for multi‐level EPCC based on TASE.2 is proposed.

Customer interactions with sellers change as social interactions in society change. The old dichotomy between transaction and relation exchange may no longer be valid as customers form relationships with sellers in new ways. It is against this background that the authors study how customers’ subjective perception of relational exchange appears in objectively defined transactional and relational exchange forms. The authors study one bank’s customers, and, based on objective bank records, the authors identify segments that behave as transactional and relational customers. The authors also identify a group of customers who are in between transactional and relational, and the authors call these interimistic relational, since they interact repeatedly with the bank in a short period of time. The paper aims to discuss these issues.

The authors study how subjective attributes of relational exchange differ in objectively defined transactional, interimistic, and relational customer groups. The authors use a large data set, consisting of a combination of survey and objective bank records for 90,528 bank customers.

Findings are that the old dichotomy between transaction and relation is no longer valid, since customers’ exchange behavior and perception of exchange do not match up when it comes to the transaction-relation dichotomy. The authors find empirical evidence for that the subjective relational attributes can be observed in objectively defined relational, interimistic, and transactional customer groups. Overall, subjective relational attributes are strongest in the objective relational group; they are weaker in the interimistic group. Relational attributes are weakest, but still present, in the transactional group.

The findings presented here suggest strong support for relationship marketing practice, since even customers who behave transactionally perceive that they have an element of relationship with the seller. The authors find that customers may behave in a relational, interimistic, and transactional way, but that they perceive themselves as more or less relational. The practical implication is that customer analysis should focus on exchange forms, and that it is essential to analyze how exchange changes, and how multiple exchange forms may be combined in customer behavior and perception.

The social implications of this paper are that marketers should consider the exchange between customer and financial service supplier as more or less of a relationship, and more or less of a service. Financial service firm strategies and regulation of financial services should acknowledge that no financial service transaction is independent of the relationship between the financial service provider and the customer. It may seem so objectively, but subjectively, it is not.

The authors present a unique comparison of objective and subjective customer exchange. There are two contributions that come from this research. The first is that customers perceive themselves as partially relational, even though they behave transactionally. The other contribution is that the authors identified interimistic relational exchange (IRE) as an exchange form in between relational and transactional. IRE can potentially be very important for market research and practice, as it captures modern market behavior. In today’s world, consumers form their perceptions in a multitude of ways, and may therefore have relational attitudes and transactional behaviors. More research is needed into how consumer perceptions and behaviors relate to each other, and how it impacts consumer purchase of financial services.