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on the context of cause-related marketing, in which the charitable campaign is initiated
by a fictious company. In these three studies, they used a 2 (victim number: single vs.
group) × 2 (cause acuteness: sudden disaster vs. ongoing tragedy) × 2 (self-construal:
interdependent vs. independent) between-subjects design. Their results reveal that when
people with interdependent self-construal read a story of a sudden disaster depicting group
victims, the advertising effectiveness is greater than the same story depicting a single
victim. Meanwhile, their results also find opposite modes of operation on people with
independent self-construal. Nonetheless, authors find no such differences of self-construal
when participants read a story of ongoing tragedy depicting either a single victim or group
victims. Additionally, with the focus on investigating the role of guilt in Study 3, they
prove that guilt is the underlying mechanism that explains the three-way interaction effect
among victim number, cause acuteness and self-construal.
The one article in the field of international business by Fu, Chou, Yu, and Huang
complements recent works on the crowdfunding phenomenon and bridges several vital

gaps in the literature. From a network externalities perspective, prior studies suggest
that social networks can improve fundraising performance on crowdfunding platforms.
However, according to the bystander effect in the social psychological literature, the
number of project supporters may be negatively associated with fundraising performance.
By analyzing 5,773 daily observations from 191 crowdfunding projects on the flyingV
platform, authors show that the bystander effect harms the daily pledge amount. To
mitigate such a negative impact, crowdfunding project creators may signal project
legitimacy and use a longer project funding period to escalate the conversion from
bystanders to backers, which in turn enhances the fundraising performance.
The article related to finance research by Cheng, Chang, and Chen studies the
relationship between Directors’ and Officers’ Liability Insurance (DOLI) and Corporate
Social Responsibility (CSR). DOLI helps a firm to reduce litigation risks of directors
and senior management, increase their willingness to accept risks, retain outstandingly
talent people, and strengthen corporate governance by enhancing external monitoring.

Firms engaging in CSR will boost relationships with stakeholders, earn reputation, and
guarantee sustainable operation in the long run. This study points out that DOLI and CSR
can be in positive relationship when being viewed as firms’ risk management strategies.
Nevertheless, DOLI may also bring out opportunistic behaviors of those under its
protection and endanger stakeholders’ interest; the relationship between DOLI and CSR
becomes negative. To examine these two seemingly conflicting viewpoints, this study