Previous research suggests that perceived risk is an important ingredient in the consumer decision-making process. The purpose of the present study is to investigate what are the perceived barriers to Internet usage and e-marketing by both users and non-users. By understanding these potential obstacles, more efficient marketing strategies will become available that will drive Internet use and e-commerce. A detailed perceived risks map has been developed using a qualitative research paradigm. We suggest a model with the factors affecting the Internet's perceived risk elements. The factors are demographic traits and usage behavior characteristics. The model is tested against a sample of 465 employed adults.

Purpose -To examine leadership style (transactional versus transformational), knowledge level, and team cohesiveness as antecedents of team performance. Design/methodology/approach -The study was conducted among students studying for an MBA. The 252 participant students were involved in a computerized business simulation course which required forming teams of about six members. Each team represented the management of one firm that competed with the other groups. Findings -Transformational leadership was associated with a higher level of team cohesiveness, as compared to transactional leadership. Both knowledge level and team cohesiveness predict team performance, particularly among men.Research limitations/implications -The student sample may not necessarily represent responses from workers in an actual organization. From a measurement perspective, the reliability of the one item scale of leadership could not be ascertained. Practical implications -For improving team performance, a manager should enhance team knowledge and encourage greater team cohesiveness. Originality/value -Using a simulated research design, leadership style, an antecedent associated with individual performance, was also found to be related to team performance.

A conceptual framework intended to predict the number of online purchases made by Internet users in an early

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Purpose -Over the past decade, the social power taxonomy has been applied in many organizational contexts. This study aims to examine the issue of organizational values as antecedents of social power. Design/methodology/approach -A total of 187 Israeli MBA students participated in a study of power and values, as measured by organizational practices and behaviors. Findings -Findings indicated that soft power bases were preferred over harsh, as expected. In addition, support for the hypothesis of an interaction affect was obtained as charismatic leaders in a complex work environment used punishment very rarely. The findings were discussed in terms of the use in organizations of power strategies as a function of values. Originality/value -Although the main independent variables, organizational type (routine vs complex) and leadership style (transformational vs transactional), had each been studied independently, this was the first study of their interaction.