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Online trust is an important issue in e-commerce.Recent research has indicated that online trust, or the absence of online trust, is a key inhibitor in an individual consumer's acceptance of e-commerce. In an uncertain and complex environment such as e-commerce, online trust is an important mechanism for consumers to reduce uncertainty. Uncertainty inhibits these individuals from making online purchases and becoming loyal customers of e-commerce organizations. We developed and tested a model of online trust that addresses the major sources of e-commerce uncertainty and consumer loyalty. We found that website usability, expected product performance, security, and privacy collectively explained 70% of the variance in online trust. The strongest predictors were consecutively security, website usability, expected product performance, and privacy. We also found that online trust and privacy explain 50% variance in consumer loyalty.

Despite a disproportionate level of practitioner interest in the role of top management teams (TMTs), TMT power dynamics and its effect on turnaround performance has been one of the most understudied areas in the turnaround literature. Drawing from the strategic decision-making literature, this study empirically examined the relationship between CEO power and corporate turnaround performance under conditions of environmental stability/dynamism. Our analysis of 98 U.S. manufacturing firms that experienced serious performance decline and turnaround during 1990-2000 indicated a varying effect of CEO power on the extent of corporate turnaround performance in stable and dynamic environments.

This study explored the role of strategic leadership in declining firms by empirically examining CEOs’ founder status and extensiveness of external board of director appointments as predictors of the likelihood of successful turnaround. The authors used the resource dependence and board interlock literatures to develop their hypotheses. Their analysis of data collected from a matched pair of 82 turnaround and bankrupt U.S. firms indicate that the extensiveness of CEOs’ external board appointments significantly increase the likelihood of turnaround. Contrary to the authors’ prediction, there was no significant relationship between founder status and likelihood of turnaround. Implications for research and practice are discussed.