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As yet, the services and guides offered commercially do not address the problem of database selection fully. There is a need for a database selector that can either take database selection out of the hands of the inexperienced or act as an advisor to more experienced online users. One approach to assisting business database selection is to produce better software, but of what type? Examination of the problem suggests that an expert system, which embodies and applies problem‐solving skills, might be suitable, since the task of database selection requires specific cognitive skills; intermediaries with skills in selecting databases exist; and intermediaries can articulate the methods they use to select databases.

The objective of this paper is to understand the success factors of mobile operators.

Explores the business practices of leading carriers in Japan, South Korea, China, Europe and the USA.

The paper finds several common characteristics in the more successful markets including a handset design and quality of service that are aligned with the operators' service concepts, effective billing systems, reasonable prices, and targeted marketing strategies. While these internal factors can be easily copied by a mobile operator, it is found that there are additional, external factors such as the existing customer base and its preferences, government policy, technological constraints and value chain dynamics that can greatly affect the transferability of a mobile operator's business model to another market.

The findings present opportunities for further research including the possibility of developing a new theory into which factors are more difficult to transfer and why.

The practical implications of this paper are that operators who wish to pursue profitable business models need to take into account the factors of a successful business model and which ones are easily transferable in their respective markets and which ones are not.

The paper is unique in that we compare the business models of mobile operators across five different countries.

The LIS profession is beginning to place expert systems in perspective. Expert systems are no longer heralded as being the only necessary tool but rather one tool among an array of several. LIS educators are realistic, both about expert systems technology and about what can be achieved within the limitations of an LIS course. New technologies for refining and controlling information are constantly emerging; LIS schools have to keep up‐to‐date with them as they emerge, but they must also ensure that they do not overprioritize one particular development at the expense of others. They can, at best, only hope to give a taste of the possibilities and potential in different areas. Expert systems are still new enough to warrant special treatment but no doubt they will be ousted by newer technologies in the course of time. Meanwhile, LIS professionals should make the most of what is currently available. Hopefully it should pay dividends in the future.

Intellectual capital is widely acknowledged as the most critical resource of modern organizations. Nevertheless, empirical evidence on its actual contribution to the dynamics of the value creation process remains scarce, especially within certain sectors and geographic regions. The purpose of this paper is to address this gap by investigating the effects of intellectual capital and its components on business performance in banking institutions within Luxembourg and Belgium.

This empirical research is conducted using a dedicated survey instrument administered to over 200 banks. Data analysis is achieved through structural equation modeling.

Results indicate that human capital contributes both directly and indirectly to business performance in the banking sector. Structural and relational capital are positively related to business performance, though results are not statistically significant. Surprisingly, relational capital has been evidenced to negatively moderate the effect of structural capital on performance.

Traditional limitations of a cross‐sectional study apply with respect to the attribution of causality and the time lag effects.

A set of reliable items to capture intellectual capital has been identified and represents actionable knowledge for implementing an intellectual capital dashboard in banks. The dominant role of human capital also provides insight to managers with respect to business performance levers.

Disentangling the effects of intellectual capital on business performance is of the utmost importance in service firms, as they are heavily reliant on intangible resources and capabilities. This research contributes to develop current understanding of these effects. Moreover, interaction effects between human, structural and relational capital have also been uncovered, thus extending prior knowledge on these complex relationships.

This study focuses on establishing relations with some important but underestimated elements of knowledge dynamics and firm orientations to characterize organizational circular economy activities through eco-innovation (EIN). The advent of the circular economy (CE) in this post-pandemic era has brought unpredictable sustainable challenges for the manufacturing industries. This research paper aims to bring more clarity to the extant literature on the relationship between environmental innovation (EI) and CE.

In this study, a systematic literature review methodology was used to research the determinants of EI in the knowledge environment that drives the implementation of a CE.

This paper proposes a framework that articulates organizational learning and orientation dynamics and offers a new set of internal knowledge resources for a corporate CE. It is found that change toward CE requires connection with EI. However, successful CE growth largely depends on leveraging knowledge resources and orientation dynamics (stakeholder orientation, sustainability orientation, organization learning orientation and entrepreneurial orientation). CE techniques are still in their early phases of adoption and their implementation is still in its development. Circular knowledge economy (CKE) has the potential to be a useful alternative to achieving thriving CE to achieve sustainability in local and global businesses operations.

This study helps companies to understand the organizational learning and different orientation dynamics for achieving CE principles. The research findings imply that EI is critical in establishing a sustainable transition toward CE through organizational learning and orientation dynamics and has garnered significant attention from academics, public policymakers and practitioners. The proposed framework can guide managers to develop sustainable policies related to the CE. This research recognizes that firm-level CKE is important in shaping how knowledge resources relate to CE within transition management literature.

This paper abridges the knowledge gap in identifying key drivers and presents the current eminence, challenges and prognostications of sustainable EI parameters in the changing climate of CE. This study builds a framework that combines insights from different viewpoints and disciplines and extends one’s understanding of the relationship between EI and CE. From a theoretical perspective, this study explains the knowledge management complexity links between EI and CE. It builds a theoretical bridge between EI and CE to illustrate how firms transition toward CE following the recommendations. Thus, researchers should continue to support their research with appropriate theories that have the potential to explain EI and CE relationship phenomena, with a particular emphasis on some promising but underutilized theories such as organizational learning, dynamic capabilities and stakeholder theories.

This paper elaborates on connections between organisational culture (OC) and financial performance in production and service companies in Estonia.

This cross-sectional study analyses the organisational culture of 19 SMEs and large service and production companies with 2,256 respondents. The questionnaire based on the Competing Values Framework (CVF) was used to map organisational culture. Six different performance indicators from annual reports in the Estonian Business Register database were used over a four-year period. A confirmatory factor analysis and non-parametric Spearman rank correlation were applied in the study.

The authors found that OC types are connected to each other and theoretical opposites in the CVF are not mutually exclusive. Strong correlations exit between Clan and Adhocracy cultures, also confirmed by previous studies. Surprisingly, Market and Hierarchy types correlated more strongly in our sample compared to previous studies. As expected, Clan–Adhocracy and Market types exhibited a strong positive correlation with financial indicators, but contrary to the authors’ hypothesis, the Hierarchy type also had positive connections to performance indicators. The Market culture was only significantly related to performance in years when the Hierarchy type was also positively correlated with performance. Correlations that were positive in some years under investigation became insignificant in other years.

First, The authors use multiple objective financial performance indicators to reveal relationships between OC and performance. Second, this study did not only rely on the managers' opinion of OC, but the sample also consists of respondents from all levels of the organisational hierarchy. Third, the authors expand on existing research into the link between OC and performance by exploring a country from the former Soviet Union (FSU), where the number of similar studies is low, but where the specific context has an impact on connections between OC and financial performance of the firms.

The purpose of this paper is to investigate the effects of anthropomorphism and identify factors related to adopting voice shopping on smart speakers.

Progress in partial least squares structural equation modeling (PLS-SEM) approach is used to test the proposed research framework regarding anthropomorphism and user perceptions on voice shopping via smart speakers. Individuals' responses to questions about attitude and intention to use voice shopping via smart speakers were collected and analyzed.

The results showed that anthropomorphism had a positive influence on satisfaction, which, in turn, had a positive impact on intention to adopt voice shopping, and customers had positive opinions regarding smart speakers.

This study only reflects a younger perspective on smart speaker voice shopping. This study identified the characteristics of smart speakers that increase customers' intention to purchase, which can be used to formulate sales strategies and management guidelines.

This research provided a new perspective to enable practitioners to promote smart speakers for voice shopping. Smart speaker manufacturers can utilize the findings of this research to improve the system design of smart speakers to further facilitate voice shopping.

Unlike previous studies, which focused on product attributes of smart speakers or voice shopping experiences, this study provided a clear picture of how the anthropomorphic feature of smart speakers affects customers' intention to adopt voice shopping.

The purpose of this paper is to demonstrate how an e-bank’s structure (click-and-mortar bank vs internet-only bank) influences the consumer’s evaluation of website quality, and to identify the most significant website features that influence online trust and lead to consumer loyalty.

A non-probability convenience sample of 476 online bank users (248 click-and-mortar and 230 internet-only bank users) was used in this study. An online survey was conducted. Structural equation modeling and multi-group analysis were used to analyze the data.

Findings suggest that e-trust and e-loyalty levels depend on the e-banking structure. Click-and-mortar-based online users were found to have more trust and loyalty in their online banks than internet-only bank users. Findings demonstrate that website features are evaluated differently according to the e-bank structure. Information design and interactivity are very important for internet-only banks, and their effect on online trust seems to be higher. On the other hand, website personalization was evaluated as more important for click-and-mortar banks and had a stronger impact on online trust.

To promote the trustworthiness of their websites and retain customers, internet-only banks should make the experience more tangible for users by developing a pleasant online experience. Personalization is an important variable that can enhance the consumer’s engagement with the brand. Click-and-mortar banks should enhance their interactivity by providing a continuous and consistent experience across different channels of distribution whether online or in-person and provide more interactive tools on their websites.

This study contributes significantly to the marketing research literature related to consumer trust as well as to the electronic banking literature. It is the first study to compare customers of click-and-mortar banks with customers of internet-only banks when evaluating website features. It also explores the impact of the e-bank model on the relationship between website features and online trust and customer loyalty.

Understanding the relationship between performance and trust in virtual teams is receiving significant attention due to “connected” virtual team contexts becoming more prevalent. This paper reports on new findings relating to the dynamics of trust and performance in virtual team contexts. The study aims to explore the evolution of trust and its mediating role in determining the performance of virtual teams, as well as to investigate if and how performance itself affected trust.

The study is based on a longitudinal quantitative survey of 71 international virtual student teams working in four universities in Finland, Estonia, Latvia and Russia.

In line with swift trust and social norms theory, the authors found that relatively high levels of initial trust did not change over the period of the teams’ projects in general, but in teams where feedback on performance was negative, both trust and trustworthiness declined significantly. Trust had a small mediating effect between group performances in two consecutive measurement points, meaning that past performance had an impact on trust, which in turn impacted the teams’ next performance. However, no mediating effect was present between individual and team performance.

The authors conclude that managing virtual teams should concentrate on team actions and achieving and recognising small quick wins at least as much as dealing with trust, specifically. Negative performance feedback should not deteriorate members’ perception of benevolence and integrity in the team.

The paper distinguishes the dynamics of two trust components and tests new models with these as partial mediators in determining virtual team performance. Importantly, the authors challenge the notion that emotional component of trust, perceived trustworthiness, is less relevant in virtual teams.