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This study explores the differences between digital immigrants (DIs) and digital natives (DNs) in the continuance of routine and innovative information system use.

A quantitative survey was conducted with two different samples comprising 100 DIs and 152 DNs in mandatory information system use contexts. Data were analyzed with structural equation modeling to examine the hypothesized relationships in the research model.

Results revealed differences among digital nativity groups. The effect of confirmation of expectations about system use on satisfaction is stronger for DNs whereas the effect on task–technology fit (TTF) is similar in both digital groups. Interestingly, significant differences between digital nativity groups occur in routine use. For DIs, TTF and habit are significant while for DNs, satisfaction significantly affects routine use. The results show no difference between digital native groups regarding innovative use.

This study extends the concept of digital nativity to routine and innovative system use, contributing to an enhanced understanding about the differences in information systems continuance (ISC) based on digital nativity. It also provides a fine-grained discussion of how to classify digital nativity and its impact in working contexts and extends the IS continuance model by considering two types of IS usage.

In today’s digitized environment, information privacy has become a prime concern for everybody. The purpose of this paper is to provide an understanding of information privacy concern arising because of the application of computer-based information system in the various domains (E-Governance, E-Commerce, E-Health, E-Banking and E-Finance), and at different levels, i.e. individual, group, organizational and societal.

The authors performed an in-depth analysis of different research articles related to information privacy concerns and elements affecting those at certain level of applications. The primary sources of literature were articles retrieved from online databases. Various online journal and scholarly articles were searched in detail to locate information privacy-related articles.

The authors have carried out a detailed literature review to identify the different levels where the privacy is a big challenging task. This paper provides insights whether information privacy concern may obstruct in the successful dispersal and adoption of different applications in various application domains. Consumers’ attitude towards information privacy concerns have enlightened and addressed at individual levels in numerous domains. Privacy concerns at the individual level, as suggested by our analysis, seem to have been sufficiently addressed or addressed. However, information privacy concerns at other levels – group, organizational and societal levels – need the attention of researchers.

In this paper, the authors have posited that it will help the researchers to more focus at group level privacy perspective in the information privacy era.

The paper proposes a conceptual framework of the stages of electronic government that describes and integrates the unique relationship between the government and its varied constituents, and identifies and applies the global constraints that affect the implementation of e‐government at each stage.

Building on and expanding stages of e‐government suggested in prior literature, a framework is designed to recognize that the five stages of e‐government will have differing impacts when considering six different categories of constituents. In addition, the framework considers three global constraints superimposed on these stages and relationship; laws and regulations, technical feasibility, and user feasibility. The paper then provides an example of implementation of the framework by exploring the issue of privacy in electronic government.

The relationships mapped the stages of e‐government, affected by global motivators and constraints, are unique and complex. Policy and implementation of e‐government should take account of these complexities. Privacy in e‐government issues differs significantly when global motivators and constraints are viewed across the complex framework of government stages by constituency.

The relationships between constituents and stages of e‐government, together with the global constraints, should be incorporated into the process of decision‐making when government is considering the movement from one stage of e‐government to another. The framework provides new lenses through which e‐government implementation can be studied by researchers.

The framework can be used to guide planning and decision‐making for electronic government and aid in the identification of issues unique to each stage and constituency.

The use of framework allows researchers and practitioners to identify issues that may not be highlighted in a general discussion of e‐government that does not take into account the complexities of the e‐government environment.

Internet technology has changed the way information is distributed and the way people do business in the industry. Its impacts have been well studied, but the time element seems to be ignored for the investigation of risks taken and trustworthiness held by online shoppers. The time element should be included because pre-travel plans are usually made and a time lapse does exist between “the time a reservation is made” and “the time the reservation is confirmed.” This study proposes an online purchasing model to investigate the relationships among trustworthiness, time lapse, and online reservation activities. A significant correlation was found between trustworthiness and online reservations but despite such significance, time lapse neither sways the trustworthiness nor leads to low reservation retention.

The purpose of this paper is to explore the influence of national institutional contexts on a multinational's project to develop a transnational talent management system.

The study combines a comparative analysis of British and French conceptions of management with qualitative empirical data drawn from interviews, observation and documents collected in France and the UK.

The concept of “talent management”, as understood by UK managers, could not simply be reproduced in the French setting where the idea of managing talent took on a different meaning. The attempt to do so through a UK‐instituted programme ignored this difference and resulted in the complete failure of the headquarters' project to develop a transnational talent management system.

Theoretical implications include the importance of an institutionally sensitive approach to the study of talent management within multinationals. A limitation of the study is that it is based on a single case study.

The paper is a case study of a cross‐national talent management programme from a comparative institutionalist perspective rather than that of mainstream international management. It highlights the conflicts and tensions involved in implementing management systems uniformly across national borders. The paper's Anglo‐French focus also contributes a comparative angle that is relatively rare in institutionalist studies of MNCs (multinational companies). Finally, the paper sheds light on the newly emerging and yet under‐researched concept of “talent management”, connecting this idea with existing debates on multinationals and institutional change and reproduction.

The purpose of this paper is to provide an understanding of process improvement team member perceptions regarding the effectiveness of asynchronous e‐collaboration.

A field‐based, two‐phase canonical action research study was conducted at two different sites. Data were obtained from observations and interviews of all team members. Media synchronicity theory was utilized to hypothesize the interplay of media capabilities, task communication processes, and team functions.

Eight primarily virtual teams solved complex problems and provided feedback on the effectiveness of various communications media. The results support media synchronicity theory.

Media synchronicity theory provides an alternative explanation for studies both supporting and contradicting media richness theory. The teams in this study were newly formed. Further investigation of established teams and other contexts is warranted.

For complex problem‐solving tasks performed by newly formed teams, communications media with low synchronicity (e.g. listserv, e‐mail, bulletin board) may be appropriate for conveyance of information; whereas media with high synchronicity (e.g. face‐to‐face, telephone) may be more desirable for convergence on shared meaning.

As geographic, temporal, and cost constraints move organizations toward virtual team work for increasingly complex tasks, research is warranted on effective utilization of available communication technology for solving business problems without face‐to‐face communication. This research paper examines the issue through an emerging theoretical lens, media synchronicity theory, and suggests a new proposition.

The purpose of this paper is to report the findings of an in‐depth case study into virtual teamworking practices in a large petro‐chemical company.

By drawing on the case study the paper offers a theoretical conceptualization of the development of commitment and personal trust relationships in a virtual teamworking context.

The paper argues that the durability of virtual teamworking depends largely on commitment and personal trust relationships, which may gradually dissipate over time without collocated, face‐to‐face social interactions. The virtual teamworking technologies alone may have limited scope in contributing to reproduction and reinforcement of commitment and personal trust relationships.

This research is based on an investigation in one organization that used a set of virtual teamworking technologies, which have been constantly improving in terms of capabilities and usability. In a business context investigated in this paper, the team working was not continuous, and the level and the range of activities varied over time. Future research should seek to explore whether personal and abstract trust can develop through continued online interaction.

Findings indicate that virtual teams should seek to manage expectations of the use of such technologies in their interactions. Human relationships, rather than technologies are therefore important for nurturing both personal and impersonal trust relationships, which is vital for durable virtual teams.

This paper argues that the long‐term virtual teamworking without face‐to‐face social interactions leads to a gradual dissipation of personal trust relationships, and subsequently loss of impersonal trust relations.

The paper has two primary purposes: the first is to determine antecedents to commitment to a work team; the second to compare how antecedents to commitment differ between collocated and virtual teams.

Survey data were collected using 52 three‐member teams – 28 collocated teams and 24 virtual teams using graduate students from three countries.

Results indicate that team work processes and member effort have a significant, positive relationship with trust in collocated teams, but results for virtual teams show that member efforts is not a significant predictor of trust. Comparing collocated teams and virtual teams, collocated teams had stronger relationships (compared to virtual teams) between member effort and trust, and between trust and normative commitment. Virtual teams had stronger relationships (compared to collocated teams) between work processes and trust, and between trust and affective commitment.

Additional studies of longer‐term teams are needed to see if results remain consistent. One form of commitment (continuance), in particular, can be studied in long‐term teams.

Managers of work teams need to firmly establish a foundation of trust to ensure commitment of team members. Managers of virtual teams should particularly organize and communicate work processes to be followed by virtual team members.

Little research has been conducted examining antecedents to commitment to the work team, as well as commitment to a work team when work is conducted using technology (e.g. virtual teams). This paper fills a void in these two areas.