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Smart card-based E-payment systems are receiving increasing attention as the number of implementations is witnessed on the rise globally. Understanding of user adoption behavior of E-payment systems that employ smart card technology becomes a research area that is of particular value and interest to both IS researchers and professionals. However, research interest focuses mostly on why a smart card-based E-payment system results in a failure or how the system could have grown into a success. This signals the fact that researchers have not had much opportunity to critically review a smart card-based E-payment system that has gained wide support and overcome the hurdle of critical mass adoption. The Octopus in Hong Kong has provided a rare opportunity for investigating smart card-based E-payment system because of its unprecedented success. This research seeks to thoroughly analyze the Octopus from technology adoption behavior perspectives.

Cultural impacts on adoption behavior are one of the key areas that this research posits to investigate. Since the present research is conducted in Hong Kong where a majority of population is Chinese ethnicity and yet is westernized in a number of aspects, assuming that users in Hong Kong are characterized by eastern or western culture is less useful. Explicit cultural characteristics at individual level are tapped into here instead of applying generalization of cultural beliefs to users to more accurately reflect cultural bias. In this vein, the technology acceptance model (TAM) is adapted, extended, and tested for its applicability cross-culturally in Hong Kong on the Octopus. Four cultural dimensions developed by Hofstede are included in this study, namely uncertainty avoidance, masculinity, individualism, and Confucian Dynamism (long-term orientation), to explore their influence on usage behavior through the mediation of perceived usefulness.

TAM is also integrated with the innovation diffusion theory (IDT) to borrow two constructs in relation to innovative characteristics, namely relative advantage and compatibility, in order to enhance the explanatory power of the proposed research model. Besides, the normative accountability of the research model is strengthened by embracing two social influences, namely subjective norm and image. As the last antecedent to perceived usefulness, prior experience serves to bring in the time variation factor to allow level of prior experience to exert both direct and moderating effects on perceived usefulness.

The resulting research model is analyzed by partial least squares (PLS)-based Structural Equation Modeling (SEM) approach. The research findings reveal that all cultural dimensions demonstrate direct effect on perceived usefulness though the influence of uncertainty avoidance is found marginally significant. Other constructs on innovative characteristics and social influences are validated to be significant as hypothesized. Prior experience does indeed significantly moderate the two influences that perceived usefulness receives from relative advantage and compatibility, respectively. The research model has demonstrated convincing explanatory power and so may be employed for further studies in other contexts. In particular, cultural effects play a key role in contributing to the uniqueness of the model, enabling it to be an effective tool to help critically understand increasingly internationalized IS system development and implementation efforts. This research also suggests several practical implications in view of the findings that could better inform managerial decisions for designing, implementing, or promoting smart card-based E-payment system.

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Organizations, especially youth organizations, often use media and communication tools to engage participants and achieve their goals. While these tools have the potential to benefit organizations, it is unclear whether using media tools influences effectiveness and how their use compares to traditional engagement practices. In this chapter, I examine the impact of both media tools and participant inclusion on organizational efficacy, controlling for various organizational characteristics. I use originally collected survey data from paid staff youth nonprofit civic organizations in the Raleigh, North Carolina area. I find that using Twitter increases organizational efficacy, but the effect is ameliorated by the inclusion of organizational characteristics. I also find that media tools tend to be used by organizations in a one-directional manner, which may help explain their limited impact. Using media tools is not sufficient to increase efficacy since the way they are used also matters. Including youth in daily decision-making processes, however, increases organizational efficacy and the relationship is robust to including organizational characteristics.

The first part of this chapter addresses the history and development of the International Study Association of Teachers and Teaching (ISATT) and its engagement with the global educational community. We provide an account of the context and background against which ISATT developed as well as information about the founders’ orientations and the actions that led to ISATT’s birth. The second part of the chapter uses patterns of topic focus as graphic indicators of the evolution of ISATT’s research interests expressed through publication titles.

This chapter introduces the theory–practice divide through surveying highly diverse sources of literature that document its existence and call for ways in which it can be overcome. After that, gaps between theory and practice as they appear in the field of education are foregrounded and presented as a challenge, particularly in the Western teacher education enterprise. The authors contend that the gap between theory and practice can be addressed nationally and internationally through focusing on pedagogies that are locally deliberated and enacted. Such pedagogies would be specifically named by teacher educators; the origins (cultural/practical/theoretical/policy roots) of the pedagogies would be traced; and live, evidence-based exemplars of the pedagogies unfurling in their home settings would be presented from an insider point of view. Through this approach, promising pedagogies with potential portability to other national and international contexts would be made known. In this manner, a dialectical relationship between theory and practice – where each speaks productively to the other – would be established. This relationship, the authors reinforce, would need to be continually negotiated when the enactment of the promising pedagogies is attempted in different settings and/or at different junctures of time.

It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their organisations. When it comes to conducting innovation work, I suggest shared leadership may be a factor influencing success. In this chapter, a theoretical framework is presented on the shared leadership of innovation teams. The key to establishing shared leadership in innovation teams is to plan for it as the team is created, not after the team has already been formed, as this may result in various problems in the intended innovation project. The proposed framework details key aspects to consider; some of which are related to external factors such as management and resources, and some to internal factors such as the team’s size, competencies, and their ability to develop norms and ways of working together. The proposed framework is applicable for managers, innovation leaders, and team members, and contributes to previous research on shared leadership and innovation leadership. Further research on the proposed framework is suggested.

The idea that a significant portion of what consumers do, feel, and think is driven by automatic (or “implicit”) cognitive processes has sparked a wave of interest in the development of assessment tools that (attempt to) capture cognitive processes under automaticity conditions (also known as “implicit measures”). However, as more and more implicit measures are developed, it is becoming increasingly difficult for consumer scientists and marketing professionals to select the most appropriate tool for a specific research question. We therefore present a systematic overview of the criteria that can be used to evaluate and compare different implicit measures, including their structural characteristics, the extent to which (and the way in which) they qualify as “implicit,” as well as more practical considerations such as ease of implementation and the user experience of the respondents. As an example, we apply these criteria to four implicit measures that are (or have the potential to become) popular in marketing research (i.e., the implicit association test, the evaluative priming task, the affect misattribution procedure, and the propositional evaluation paradigm).