The U.S. and Europe exhibit very different approaches to information privacy-a condition of limited access to identifiable information about individuals-from both regulatory and managerial perspectives. Grounded in different cultural values and assumptions about the meaning of privacy (a "human rights" issue in Europe versus a contractual issue in the U.S.) these differences have led to regulatory and managerial conflicts. In this article, the differences between the two approaches are explored. U.S. corporations would be well served to embrace some of the premises of the European perspective. However, the U.S. would be poorly served by the creation of a federal regulatory structure such as some commonly found in Europe

This article presents a perceived shopping utility framework for analyzing the impact of retail price format on store choice. This, in turn, determines three key performance metrics: number of shoppers; number of trips; and average spending per trip When choosing a store, consumers evaluate both the fixed and variable utilities of shopping. The fixed utility does not vary from trip to trip whereas the variable utility depends on the size and composition of the shopping list. This article summarizes prior findings on store choice, analyzes how retailers can improve their performance, and interprets the practices of leading retailers. It presents a framework that can accommodate situations where retailers face multiple segments of buyers who have different sensitivities to fixed and variable utilities

Within the context of the large established organization, breakthrough ideas are frequently lost. This article details describes how breakthrough innovations are captured through opportunity recognition. It is based on evidence from a six-year long study of twelve radical innovation projects in ten large U.S. firms. The article highlights inefficiencies in current managerial processes and provides examples of organizational structures, mechanisms, and roles directed at reducing these inefficiencies. It presents a set of approaches for improving opportunity recognition capabilities and identifies several mechanisms for senior management to encourage "radical innovation" people and processes