Given the increasingly specific ways marketers can target ads, many consumers and regulators are demanding ad transparency: disclosure of how consumers' personal information was used to generate ads. We investigate how and why ad transparency impacts ad effectiveness. Drawing on literature about offline norms of information-sharing, we posit that ad transparency backfires when it exposes marketing practices that violate norms about "information flows"-consumers' beliefs about how their information ought to move between parties. Study 1 inductively shows that consumers deem information flows acceptable (or not) based on whether their personal information was: 1) obtained within versus outside of the website on which the ad appears, and 2) stated by the consumer versus inferred by the firm (the latter of each pair being less acceptable). Studies 2 and 3 show that revealing unacceptable information flows reduces ad effectiveness, which is driven by increasing consumers' relative concern for their privacy over desire for the personalization that such targeting affords. Study 4 shows the moderating role of platform trust: when consumers trust a platform, revealing acceptable information flows increases ad effectiveness. Studies 5a and 5b, conducted in the field with a loyalty program website (i.e., a trusted platform), demonstrate this benefit of transparency.
We investigate whether organizations can create value by introducing visual transparency between consumers and producers. Although operational transparency has been shown to improve consumer perceptions of service value, existing theory posits that increased contact between consumers and producers may diminish work performance. Two field and three laboratory experiments in food service settings suggest that transparency that 1) allows customers to observe operational processes and 2) allows employees to observe customers not only improves customer perceptions, but also increases service quality and efficiency. In our fully specified models, the introduction of reciprocal operational transparency contributed to a 22.2% increase in customerreported quality and reduced throughput times by 19.2%. Laboratory studies revealed that customers who observed employees engaging in labor perceived greater effort, better appreciated that effort, and valued the service more. Employees who observed customers felt that their work was more appreciated and more impactful, and thus were more satisfied with their work and more willing to exert effort. We find that transparency, by visually revealing operating processes to consumers and beneficiaries to producers, generates a positive feedback loop through which value is created for both parties.
Leukotoxin (LtxA) (trade name, Leukothera) is a protein secreted by the oral bacteriumAggregatibacter actinomycetemcomitans.A. actinomycetemcomitansis an oral pathogen strongly associated with development of localized aggressive periodontitis. LtxA acts as a virulence factor forA. actinomycetemcomitansby binding to the β2integrin lymphocyte function-associated antigen-1 (LFA-1; CD11a/CD18) on white blood cells (WBCs) and causing cell death. In addition, because of its specificity for malignant and activated WBCs, LtxA is being investigated as a therapeutic agent for treatment of hematological malignancies and autoimmune diseases. Here, we report the successful generation and characterization of Jurkat T lymphocytes with deletions in CD18, CD11a, and Fas that were engineered using CRISPR/Cas9 gene editing. Using these clones, we demonstrate the specificity of LtxA for cells expressing LFA-1. We also demonstrate the requirement of the cell death receptor Fas for LtxA-mediated cell death in T lymphocytes. We show that LFA-1 and Fas are early events in the LtxA-mediated cell death cascade as caspase activation and mitochondrial perturbation do not occur in the absence of either receptor. To our knowledge, LtxA is the first molecule, other than FasL, known to require the Fas death receptor to initiate cell death. Knowledge of the mechanism of cell death induced by LtxA will facilitate the understanding of LtxA as a bacterial virulence factor and development of it as a potential therapeutic agent.
We investigate whether organizations can create value by introducing visual transparency between consumers and producers. Although operational transparency has been shown to improve consumer perceptions of service value, existing theory posits that increased contact between consumers and producers may diminish work performance. Two field and three laboratory experiments in food service settings suggest that transparency that 1) allows customers to observe operational processes and 2) allows employees to observe customers not only improves customer perceptions, but also increases service quality and efficiency. In our fully specified models, the introduction of reciprocal operational transparency contributed to a 22.2% increase in customerreported quality and reduced throughput times by 19.2%. Laboratory studies revealed that customers who observed employees engaging in labor perceived greater effort, better appreciated that effort, and valued the service more. Employees who observed customers felt that their work was more appreciated and more impactful, and thus were more satisfied with their work and more willing to exert effort. We find that transparency, by visually revealing operating processes to consumers and beneficiaries to producers, generates a positive feedback loop through which value is created for both parties.
Consumers readily indicate that they like options that appear dissimilar—for example, enjoying both rustic lake vacations and chic city vacations, or liking both scholarly documentary films and action-packed thrillers. However, when predicting other consumers’ tastes for the same items, people believe that a preference for one precludes enjoyment of the dissimilar other. Five studies show that people sensibly expect others to like similar products, but erroneously expect others to dislike dissimilar ones. While people readily select dissimilar items for themselves (particularly if the dissimilar item is of higher quality than a similar one), they fail to predict this choice for others—even when monetary rewards are at stake. The tendency to infer dislike from dissimilarity is driven by a belief that others have narrow and homogeneous ranges of preferences.
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