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The purpose of this paper is to develop an evaluation model to determine the relative weights of key factors influencing international market development (IMD) success through analysis network process (ANP) during group decision-making. An empirical case of the Taiwan bulk shipping industry is used to illustrate the feasibility of the proposed approach.

The literature review is performed to generate 20 key success factors (KSFs) along with four factor categories in IMD (such as organizational capability, environmental scanning, international strategy and internationalization behavior). Then, ANP is applied to develop an evaluation model that prioritizes the relative importance linking the above four factor categories with 20 evaluated KSFs.

With respect to the final weights for factor categories, “international strategy” and “environmental scanning” are the two most important criteria, followed by “organizational capability” and “internationalization behavior”. The results also showed that by reviewing the global weights of the 20 KSFs of IMD, “service as competitive advantage”, “market potential” and “risk taking” have the highest rankings.

The findings indicate that firm expansion into international markets typically depends on a successful international strategy. Hence, to enhance their global market competitiveness, Taiwan bulk shipping firms should focus their efforts on planning international market entry strategy and prioritizing shipping services with high-potential target markets.

Theoretically, the study results can provide both theoretical basis and empirical evidence, indicating the relative weights and priorities of KSFs of IMD for the Taiwan bulk shipping industry. From the managerial perspective, the analytical results can help managers focus on main factors and identify the best policy to improve their IMD practice and performance.

By extending the existing service quality dimensions and reflecting the low-cost carriers (LCCs) context, the purpose ot this study aims to develop the research model to examine whether passenger satisfaction mediates the relationship between service quality and behavioral intentions of LCCs across low- and high-experience passengers.

Data collected from 320 passengers (180 for low-experience passengers and 140 for high-experience passengers) to test the research model. The partial least square structural equation modeling approach was used to perform the path modeling and multi-group analysis.

The results confirm that passenger satisfaction mediates the relationship between four service quality constructs (tangible features, service reliability, quality of personnel and online ticketing service) and behavioral intentions (repurchase and recommendation intentions) for both low- and high-experience passengers. However, convenient flight schedule has a significant influence on passenger satisfaction only for low-experience passengers.

The results of multi-group analysis indicated that passenger satisfaction exerts stronger effect on recommendation intentions for low-experience passengers. LCCs managers' priority should be placed on providing satisfying service experiences to less experienced passengers. Improved passenger satisfaction through superior service quality motivates low-experience passengers to recommend LCCs, thus increasing the positive word-of-mouth promotion.

Theoretically, this study is first considering both low- and high-experience LCCs passenger perceptions to examine how passenger satisfaction mediates the relationship between service quality and post-purchase intentions. From the managerial perspective, the findings can provide useful management insights into developing multi-faceted strategies that allow LCCs firms to restore passenger confidence and retain their repurchase intentions.

Grounded in the resource-based view and social exchange theory, the purpose of this paper is to develop a research model that offers a comprehensive understanding of the antecedents and consequences of electronic supply chain management (e-SCM) diffusion.

Survey data from 142 managers (in charge of e-SCM projects in their companies) of large Taiwanese firms were collected and used to test the hypotheses using hierarchical moderated regression analysis.

The results indicate that information technology deployment capability, operational capability, human resource capability, and knowledge sharing are important antecedents of e-SCM diffusion. In turn, higher levels of e-SCM diffusion lead to greater competitive performance. This study also finds that knowledge sharing plays a moderating role by strengthening the relationship between organizational capabilities (e.g. operational capability and human resource capability) and e-SCM diffusion.

Managers should recognize that human resource development activities (recruiting, training, and managing valuable e-SCM personnel) are an important source of e-SCM diffusion. Similarly, managers must establish the connection between human resource capabilities and e-SCM diffusion (i.e. “soft-side” e-SCM) such as hiring and retaining skilled e-SCM personnel, training and development for e-SCM personnel, and measuring e-SCM personnel’s global mindset over time.

Theoretically, this study aims to provide a research model that is capable of understanding the antecedents and consequences of e-SCM diffusion. From the managerial perspective, the findings of this study provide valuable decision guides for practitioners to help them identify and develop firm internal capabilities and social mechanisms that foster e-SCM diffusion.

Purpose – The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self‐efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability. Design/methodology/approach – Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling (SEM) to investigate the research model. Findings – The results show that two individual factors (enjoyment in helping others and knowledge self‐efficacy) and one of the organizational factors (top management support) significantly influence knowledge‐sharing processes. The results also indicate that employee willingness to both donate and collect knowledge enable the firm to improve innovation capability. Research limitations/implications – Future research can examine how personal traits (such as age, level of education, and working experiences) and organizational characteristics (such as firm size and industry type) may moderate the relationships between knowledge enablers and processes. Practical implications – From a practical perspective, the relationships among knowledge‐sharing enablers, processes, and firm innovation capability may provide a clue regarding how firms can promote knowledge‐sharing culture to sustain their innovation performance. Originality/value – The findings of this study provide a theoretical basis, and simultaneously can be used to analyze relationships among knowledge‐sharing factors, including enablers, processes, and firm innovation capability. From a managerial perspective, this study identified several factors essential to successful knowledge sharing, and discussed the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.

Drawing from knowledge-based view and balanced scorecard approach, this study seeks to develop an integrative model to examine the influence of two knowledge management (KM) strategies, codification KM strategy and personalization KM strategy, on the multi-stage KM evolution (KM adoption, implementation and institutionalization stages), which in turn affects balanced scorecard outcomes (financial performance, internal process performance, customer performance, and growth and learning performance).

Survey data from 244 managers (currently and directly in charge of KM activities) in large Taiwanese firms were collected and used to test the research model using the structural equation modeling (SEM) approach.

The results have revealed that both the codification KM strategy and personalization KM strategy are positive factors for stage-based KM evolution, but their relative importance differs across the three subsamples. Additionally, the results showed that the internal process and customer perspectives play a critical role in measuring performance during the earlier stages of KM evolution, while the financial and learning and growth perspectives emphasize the performance achievements from the latter stages.

Since KM implementation is an evolutionary process, using both financial and non-financial measures to assess organizational performance through KM efforts, such as the four balanced scorecard perspectives, can take full advantage of stage-based KM evolution. The results indicate that the time-lag effect is critical to distinguishing different forms of organizational performance.

Theoretically, this study aims to provide a research model that is capable of understanding the antecedents and consequences of staged-based KM evolution. From a managerial perspective, the findings of this study provide valuable guidelines to policy-makers and practitioners in accelerating KM evolution and achieving organizational performance.

To enhance one's understanding of the evolution of knowledge management (KM), this study seeks to develop a research model to examine the impact of individual (knowledge self‐efficacy, openness in communication, reciprocal benefits), organizational (top management support, organizational rewards, and sharing culture), and information technology contexts (KM system infrastructure and KM system quality) on the KM evolution along three stages (KM initiation, implementation, and institutionalization).

Survey data from 241 managers (in charge of KM practices in their companies) in large Taiwanese firms were collected and used to test the research model using the structural equation modeling (SEM) approach.

The results reveal that the attributes for individual‐organizational‐technological contexts have different impacts on three stages of KM evolution. In particular, knowledge self‐efficacy, top management support, and KM system quality have positive effects on all three KM evolution stages.

Future research should include structured interviews and case studies of managers dealing with ongoing or recently completed KM planning projects to help understand the practical usefulness of the research model.

Creating an organizational climate characterized by top management support and knowledge‐sharing culture is likely to assist both management and employees in socializing and interacting with one another, thus driving KM effectiveness. Managers should strive to enable employees to propose ideas for new opportunities and foster a positive social interaction culture for implementing KM initiatives.

Theoretically, this study aims to provide a research model that is capable of understanding the antecedents of the stage‐based KM evolution. From a managerial perspective, the findings of this study provide valuable guidelines to policy‐makers and practitioners in implementing KM and accelerating KM evolution.

This study aims to develop a research model to examine the antecedents of three stages of electronic business (e‐business) diffusion (including e‐business initiation, implementation and assimilation). The research model features knowledge management (KM) capabilities (knowledge acquisition, knowledge storage, knowledge dissemination, and knowledge protection), and partnership attributes (partner interdependence, partner trust, and partner commitment) as prominent antecedents of stage‐based e‐business diffusion.

Data gathered from 398 firms were employed to test the relationships between the research model constructs using a structural equation modeling (SEM) approach.

The results reveal that the factors for KM capabilities and partnership attributes have different impacts on three stages of e‐business diffusion. In particular, knowledge dissemination has a positive effect on all three e‐business diffusion stages, demonstrating its importance in the decision to shape e‐business diffusion. Moreover, the findings show that three partnership attributes are important enablers during the whole e‐business diffusion process.

In the context of e‐business, knowledge dissemination activities occur not only within firms, but also between firms and their business partners. Knowledge dissemination enables employees to develop novel solutions to problems that significantly improve on current practices. Hence, the increasing importance of the field of knowledge dissemination is primarily attributed to promotion of successful e‐business activities and increased level of e‐business implementation.

Theoretically, this study aims to provide a research model that is capable of understanding the determinants of the stage‐based e‐business diffusion. From a managerial perspective, the findings of this study provide valuable guidelines to policy‐makers and practitioners in implementing e‐business and accelerating e‐business diffusion.

Based on organizational capabilities and information technology implementation literature, this study seeks to propose a research model to examine the influence of organizational capabilities on e‐business implementation success.

Data collected from 202 information systems executives in large Taiwanese organizations were employed to test the relationships between the research model constructs. The results from the structural equation modeling approach provide quite a strong support for the hypothesized relations.

The results showed that certain factors related to organizational learning and knowledge management capabilities are important antecedents of e‐business value.

This study did not test all organizational factors, and focused particularly on learning capacity and knowledge capability factors. A knowledge asset must be rare and inimitable to become a source of competitive advantage. Without secure processes, knowledge loses the key qualities of being rare and inimitable. Future research could assess the influence of knowledge protection processes on e‐business implementation success.

Knowledge management means recognizing and managing all of an organization's intellectual and social capital to meet its e‐business objectives. An organization needs a well‐designed knowledge management infrastructure to create and maintain the e‐business knowledge required to improve back‐office efficiency, customer intimacy and efficiency of coordination with business partners.

This study is significant for at least two reasons: it determines the key antecedents to successful e‐business implementation based on organizational learning and knowledge management perspectives and it helps to understand the effects of organizational capabilities and e‐business contribution on a firm's performance.

Based on the knowledge management (KM) perspective, innovation diffusion theory and technology-organization-environment framework, the purpose of this paper is to develop a research model to investigate the influence of technological (information technology (IT) support and IT effectiveness), organizational (top management support, sharing culture, and reward system) and environmental (competitive pressure) contexts on the two-stage KM diffusion (KM adoption and implementation) in small and medium enterprises (SMEs).

Data gathered from 119 SME senior managers (including owner, vice president, and business manager) in Taiwan were employed to test the relationships between the research model constructs using the partial least squares approach.

The results showed that technological, organizational, and environmental factors have different effects on KM adoption and implementation stages. Specially, IT support has the strongest effect on KM adoption stage, while sharing culture has the strongest effect on KM implementation stage.

IT support continues to be positively related to the level of KM implementation after adoption. KM diffusion requires managers to invest time and effort to link specific IT support and knowledge-based work activities, since effective IT deployment for KM can help SMEs move toward a knowledge society, which is vital in the contemporary knowledge economy.

Theoretically, the findings of this study contribute to empirical research on contextual factors that influence KM diffusion using a broad data set rather than a few isolated SME cases. From the managerial perspective, given the importance of KM diffusion in modern SMEs and also in the future, the findings of this study are designed to enable owner-managers and practitioners to understand how SMEs KM diffusion is influenced by contextual factors, and how the effects may vary across different stages.

By expanding the technology acceptance model, the purpose of this paper is to provide a research model to examine the impact of online (information quality, system quality and service quality) and offline (offline activities) features on the sustainability of virtual communities. Design/methodology/approach – Based on a survey of 165 community members, the paper uses structural equation modeling approach to investigate the research model.

The findings indicate that perceived of usefulness, perceived ease of use and offline activities are determinants of sustainability of virtual communities. In addition, information quality affects perceived usefulness, while system‐quality and service quality influence both perceived ease of use and perceived usefulness of virtual communities.

Since this study only considered non‐profit virtual communities, it is unclear whether these analytical results can be generalized to other virtual communities. Further research can apply this research model to examine profit‐oriented virtual communities, such as eBay.com.tw or brand communities.

To sustain a successful virtual community, attention must be paid to enhance both online and offline interactions, including content management, specific sets of web site functions and offline communication. Virtual community providers can apply the findings of this study to focus on the determinants of success for their virtual communities.

Theoretically, while drawing upon the extended TAM, this paper provides a model that is capable of understanding the determinants of sustainability of virtual communities. From a managerial perspective, the findings should provide further insight into member behaviors, leading to more effective strategies for expanding the virtual community.