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AbstractThis article investigates the existence of asymmetric price transmission between crude oil, rack (wholesale) and retail gasoline prices. A threshold cointegration technique is used, with regime switches being triggered by the size of the markup margin. There is consistent evidence of band‐TAR in which the crude, rack and retail prices are free to diverge until the markup margin is squeezed or stretched beyond a lower or upper critical threshold. This finding indicates that abnormally high markup margins cannot be sustained, which provides evidence against market power exertion. The threshold error correction models indicate that there is no systematic relationship between the speed of adjustment back to the long‐run relationship and the markup margin, which rules out the existence of "rockets and feathers."

AbstractPrior research examines factors that enable or hinder knowledge sharing and knowledge seeking in groups. However, individuals also share and seek knowledge outside group meetings, especially if the group is making strategic decisions over time. Therefore, this study examines how, during a longitudinal strategic decision‐making process, the emotions of group members and knowledge sharing within the group affect their knowledge‐sharing intentions and knowledge‐seeking behaviors beyond the group. We focus on a single organization, a hospital, whose board created a citizen advisory panel (CAP) of 28 individuals to gather community input on the restructuring of the hospital's activities to contain costs. The group met in five all‐day sessions to provide their input. We surveyed each member before the CAP process and after each CAP session. The resulting longitudinal data were analyzed using panel‐data techniques, with the findings being complemented by qualitative insights. The results indicate, somewhat surprisingly, that both positive and negative emotions (specifically enthusiasm and anxiety) positively affect both knowledge‐sharing intentions and knowledge sharing within groups in strategic decision‐making contexts. We also find that enthusiasm, anxiety, and perceived relative knowledge within groups positively affect subsequent knowledge‐seeking behaviors. Our findings contribute to the literature on knowledge management and organizational decision making. The study provides insights into how, in groups making strategic decisions over time, emotions as well as knowledge sharing within groups affect knowledge‐related intentions and behaviors beyond the groups. The study also adds to the theory of planned behavior to highlight the role of emotions in influencing intentions and behaviors.