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This study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.

The authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.

The specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).

Managers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.

This effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.

This research aims to examine the relationship of personal innovativeness, perceived value (consisting of perceived utilitarian and hedonic value) and continuance intention in the context of ride-hailing apps and to investigate consumer behaviour differences between metro and non-metro consumers.

The survey sample included 402 consumers of popular ride-hailing apps in Indonesia to test the research framework. Then, PLS-SEM-based software was utilised to examine the hypothesised relationship.

The findings indicate that the effect of personal innovativeness on continuance intention in using ride-hailing apps will operate through the full mediation role of perceived hedonic and utilitarian value, respectively. The findings also show that there are consumer behaviour differences between metro and non-metro consumers, in which the cognitive belief of consumers in the metro areas regarding the usage of ride-hailing apps is more related to hedonic value.

The variety of respondent demographic profiles in this research is limited in that most of the research respondents are students. In such a case, the study may face the issue of generalisation.

This research generates an extended idea of the information technology continuance model by validating the important role of perceived hedonic and utilitarian value as an integral part of the model and strengthens the insights that Indonesia has consumer behaviour differences regarding technology-based services, particularly ride-hailing apps, between metro and non-metro consumers.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

In a clever twist on the phrase “Shop till you drop”, Tesco, probably the UK's best‐known retailer, is using the slogan “You shop. We drop” on its fleet of vans which deliver the orders of its increasing number of online shoppers.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

The purpose of this paper is to examine the asymmetric effect of negative and positive attribute‐level performance (i.e. effort expectancy, performance expectancy, social influence, facilitating conditions, flow experience, and satisfaction) of online social networking (OSN) on behavioral intention.

An investigation of behavioral intention in OSN was conducted, with a total of 482 effective questionnaires collected. The psychometric properties of the measures were investigated and a dummy‐variable regression model was applied to estimate the regression coefficients.

The results confirm that the importance of asymmetrical effect is not equivalent for different attributes. Negative performance on performance expectancy, effort expectancy, flow experience, and satisfaction had a larger effect on behavioral intention than positive performance. In contrast, positive performance on social influence and facilitating conditions had a larger effect on behavioral intention than negative performance.

This paper adds to the extant literature by offering an empirical investigation of the asymmetric effect of OSN attribute‐level performance on behavioral intention. Furthermore, by focusing on the positive‐negative asymmetry effect, the proposed model also significantly increases the value of OSN through an understanding of behavioral intention and its antecedents.

The aim of this paper is to examine the moderating role of information communication technology (ICT) competencies in enhancing knowledge transfer and mitigating the effects of two key knowledge barriers, namely knowledge stickiness and knowledge ambiguity, thereby increasing the firm's innovation competitive advantage.

The study is carried out in the context of the healthcare industry in Taiwan. A total of 160 questionnaires were distributed to hospitals and 112 usable responses were received, representing a response rate of 70 percent. Hierarchical regression analysis was used to analyze the data.

The results show that ICT competencies do enhance knowledge transfer inside hospitals. Although knowledge stickiness and knowledge ambiguity have negative effects on knowledge transfer, the negative effects can be moderated by ICT competencies (defined in terms of competencies in computer‐assisted instruction, interactive videoconferencing, and hand‐held technology).

Among the three ICT competencies, computer‐assisted instruction and hand‐held technology have the largest and smallest effects on the relationship between knowledge barriers and knowledge transfer. The results also allow decision makers for forward‐looking allocation of ICT competencies.

The study presents a valid model that comprises the antecedents, moderators (three specific types of ICT competencies), and consequences of knowledge transfer for innovation competitive advantage of healthcare organizations.

The purpose of this paper is to investigate factors driving consumers’ social media brand experience and its effect on customer equity and customer lifetime value (CLV). A conceptual model is proposed including the variables of product attributes, brand experience, brand attachment, brand trust, customer equity and CLV.

The proposed research model is analyzed using a survey of 708 South Korean and Chinese consumers.

The results indicate that utilitarian and hedonic values influence brand experience, and that brand experience directly influences brand attachment, brand trust and customer equity drivers. There is a positive relationship between brand attachment and trust. As a customer equity driver, brand equity has a positive effect on CLV.

This study sheds light on how brand experience in social media can improve customer equity. It contributes to the theory of brand experience and customer equity as well as smartphone product marketing strategies. From a managerial perspective, guidelines are provided for firms to implement value communication activities using social media, and to maintain and increase their CLV.

American radical economists in the 1960s perceived China under Maoism as an important experiment in creating a new society, aspects of which they hoped could serve as a model for the developing world. But the knowledge of “actually existing Maoism” was very limited due to the mutual isolation between China and the US. This chapter analyses the First Friendship Delegation of American Radical Political Economists (FFDARPE) to the People’s Republic of China in 1972, consisting mainly of Union for Radical Political Economics (URPE) members, which was the first visit of a group of American economists to China since 1949. Based on interviews with trip participants as well as archival and published material, this chapter studies what we can learn about the engagement with Maoism by American radical economists from their dialogues with Chinese hosts, from their on-the-ground observations, and their reflection upon return. We show how the visitors’ own ideas conflicted and intersected with their perception of the Maoist practice on gender relations, workers’ management, and life in the communes. We also shed light on the diverging conceptions of the role for economic expertise between URPE and late Maoism. As the first in-depth study on the FFDARPE, we provide rich empirical insights into an ice-breaking event in the larger process of normalization in the Sino-US relations, which ultimately led to the disillusionment of the Left with China.