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Until recently, descriptions of the Roman family routinely attributed to the head of household the right of life and death over his wife, children of any age, and slaves, and assumed he exercised it. Challenges to this position by Roman law specialists have gradually affected the way this right and its exercise are described by historians of the family. This article surveys these challenges, tracks their uptake by historians of the family, and notes the emerging consensus answer to the question What did the Roman father get by with? Relevant ancient sources are quoted and placed in context, and previously unexamined evidence from Roman playwrights and satirists is offered to support the emerging consensus answer, which is that he did not get away with murder.

Abstract
In this paper, I discuss some of the wider uses of adaptive and network sampling designs. Three uses of sampling designs are to select units from a population to make inferences about population values, to select units to use in an experiment, and to distribute interventions to benefit a population. The most useful approaches for inference from adaptively selected samples are design-based methods and Bayesian methods. Adaptive link-tracing network sampling methods are important for sampling populations that are otherwise hard to reach. Sampling in changing populations involves temporal network or spatial sampling design processes with units selected both into and out of the sample over time. Averaging or smoothing fast-moving versions of these designs provides simple estimates of network-related characteristics. The effectiveness of intervention programs to benefit populations depends a great deal on the sampling and assignment designs used in spreading the intervention.

PurposeTo explore the emergent characteristics of IT portfolios in business-to-business (B2B) firms. The goal is to develop a model that clarifies what interaction capabilities B2B firms develop and to what form of IT this corresponds to.Design/methodology/approachWe apply ana prioriconceptual framework that is based on the Industrial Marketing and Purchasing (IMP) Group's theoretical focus on business relationships. The framework depicts the business relationship as dealing with uncertainty and equivocality as well as building and upholding reliance and trust. We utilize a case study approach involving a focal firm and ten of its customers and suppliers. Building on 60 interviews, field observations and archival data, we analyze interviewee responses and the complementary data to evaluate the role of IT in supporting or automated various aspects of organizational relationships.FindingsResults show how "high tech" and "high touch" relate to different interaction capabilities, which firms develop based on the characteristics of their business relationships. Although IT is associated with "high tech" and "high touch" interaction capabilities, some forms of IT are deployed to support the former, while other forms support the later. Both forms of technology-enabled interaction capabilities require investment, and firms must balance investment costs against the value created by improved interaction capabilities.Originality/valueOur findings emphasize the interorganizational perspective (dyadic or network) rather than a solely organizational perspective for understanding IT portfolio development. This perspective is presented through an emergent tech–touch interaction capability model that shows how B2B firms can align their IT portfolio based on the specific characteristics of their business relationships.

PurposeWhile much existing research on multinational corporation (MNC) digital transformation has followed a linear design and implementation logic using cross-sectional data, the multiple and divergent needs of headquarters (HQ) and subsidiaries suggest that MNC digital transformation actually involves a more iterative journey. The purpose of this paper is to apply the theoretical perspective of embeddedness to better define the complexities of MNC digital transformation, and identify how HQ and subsidiaries can navigate the complexities.Design/methodology/approachThis paper presents a longitudinal multi-case study of fiveForbes Global 2000firms that are HQ in Europe with large subsidiaries in the USA. The authors conducted in-depth interviews with 26 senior executives at HQ and subsidiaries over a 15-month period.FindingsThe process of digital transformation is significantly influenced by internal embeddedness (relationship of HQ with subsidiaries and across subsidiaries) and external embeddedness (relationship of subsidiaries with their local markets), and also by strategy, financial and technology considerations. While HQ and subsidiaries have different perspectives, an understanding of these influences can help HQ and subsidiaries navigate digital transformation.Research limitations/implicationsHQ and subsidiaries can apply insights from this research to navigate the complexities of digital transformation.Originality/valueThis paper demonstrates that embeddedness is a useful theory to understand the complexities of MNC digital transformation.

ABSTRACTThe scenario of established business sellers utilizing online auction markets to reach consumers and sell new products is becoming increasingly common. We propose a class of risk management tools, loosely based on the concept of financial options that can be employed by such sellers. While conceptually similar to options in financial markets, we empirically demonstrate that option instruments within auction markets cannot be developed employing similar methodologies, because the fundamental tenets of extant option pricing models do not hold within online auction markets. We provide a framework to analyze the value proposition of options to potential sellers, option‐holder behavior implications on auction processes, and seller strategies to write and price options that maximize potential revenues. We then develop an approach that enables a seller to assess the demand for options under different option price and volume scenarios. We compare option prices derived from our approach with those derived from the Black‐Scholes model (Black & Scholes, 1973) and discuss the implications of the price differences. Experiments based on actual auction data suggest that options can provide significant benefits under a variety of option‐holder behavioral patterns.