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The purpose of this paper is to investigate how ICT service providers’ strategies affect customer migration.

Using a simulation approach and the agent-based model, this research explores how an incremental technology affects customer migration and changes the market structure.

The authors found that a strategy of disruptive technology innovation not only helps a follower company increase its market share, but it also completely disrupts the market.

This study investigates customer migration patterns in the saturated mobile telecommunication market based on service providers’ strategies.

The purpose of the paper is to examine the underlying components of information technology (IT) that support different models of knowledge management (KM).

This empirical study is conducted in the management consulting industry to examine the important link between IT and KM. Based on previous research, four knowledge models were developed for the management consulting industry based on the knowledge type and service type. Data collected through a survey from 115 management consulting firms in the USA and Canada were analyzed.

Regardless of the type of KM model utilized, the most widely used IT by management consulting firms was the internet‐related technology (e‐mail, internet, and search engine). The second important IT component was data management technology (document management, data warehousing, data mining, knowledge repositories, and database management). The third important IT was collaborating technology (videoconferencing, workflow management, groupware, group decision support systems, and knowledge maps). The least important IT was artificial intelligence (expert systems, case‐based reasoning systems, intelligent agent, and neural network).

This paper develops a new topology of KM models based on the knowledge type (exploitive and explorative) and service type (standardized and customized). Thus, four KM models are developed: reuser (exploitive/standardized); stabilizer (exploitive/customized); explorer (explorative/standardized); and innovator (explorative/customized). While IT has been widely accepted as an enabler for KM, its application for a different focus of KM has not been explored.

The purpose of this paper is to compare the performance of neural networks (NNs) and support vector machines (SVMs) as text classifiers. SVMs are considered one of the best classifiers. NNs could be adopted as text classifiers if their performance is comparable to that of SVMs.

Several NNs are trained to classify the same set of text documents with SVMs and their effectiveness is measured. The performance of the two tools is then statistically compared.

For text classification (TC), the performance of NNs is statistically comparable to that of the SVMs even when a significantly reduced document size is used.

This research finds not only that NNs are very viable TC tools with comparable performance to SVMs, but also that it does so using a much reduced size of document. The successful use of NNs in classifying reduced text documents would be its great advantage as a classification tool, compared to others, as it can bring great savings in terms of computation time and costs.

This paper is of value by showing statistically that NNs could be adopted as text classifiers with effectiveness comparable to SVMs, one of the best text classifiers currently used. This research is the first step towards utilizing NNs in text mining and its sub‐areas.

The purpose of this paper is to identify the structure of strategic investments and the effect of each investment category on business performance in two leading information and communication technology (ICT) countries, the USA and South Korea.

This is a longitudinal comparative study of the relationship between strategic investments and organizational performance of major telecommunication service providers (TSPs) in the two leading ICT countries, the USA and South Korea.

The study found that a sufficient amount of strategic investments in technological innovations is the driving force for TSPs’ business performance. However, strategic investment structures differ among TSPs, depending on their market position, whether the first mover in the market or a follower, and on their country’s market characteristics. Moreover, even though both countries’ TSP markets are oligopolistic in nature, the market is more saturated in Korea and thus competition appears to be fiercer there than in the USA. The stronger oligopolistic market in Korea has lead TSPs to compete primarily on their marketing strategies, while TSPs in the USA do so based on technological innovation.

The findings of the study shed new insights that can help both TSPs in developing their competitive strategies and government policy makers in assuring healthy competitive telecommunication markets in their countries.

The purpose of this paper is to investigate longitudinal patterns of ICT and non‐ICT products' adoption over life cycles.

The Bass diffusion model is used to discern distinctive changes in users' adoption behavior due to the innovation and the imitation effects.

The innovation effect is more influential for innovators and opinion leaders than it is for all adopters. However, it diminishes as time passes. Conversely, the imitation effect becomes a more powerful factor for the early majority, late majority and laggards. The imitation effect in the ICT industry is greater than that in the non‐ICT industry, revealing the high network effect in ICT diffusion.

Mobile phones are not the representative of all ICTs as the automobiles also do not represent all utility products. More ICT and conventional products need to be included and compared for greater generalization of the results from different countries.

By identifying the strong innovation effect of a new product at the early stage of its adoption, and the social network effect in the acceleration of the adoption speed through massive numbers of imitating consumers, this research reveals the ever shrinking product life cycle and therefore the importance of continuous disruptive innovation as a competitive strategy for organizations.

The paper provides new theoretical insights into the technology adoption research by using a mathematical modeling methodology using real data. The study provides new insights into the strategic implications of innovation and imitation effects for technology service providers.

The aim of this paper is to present a macro view of the evolution of innovation for value creation, from the closed to collaborative, open, and now co‐innovation. It reviews several mega trends that have dramatically changed the dynamic nature of the global market place and also several new forces that have made innovation imperative for organizational value creation.

The paper provides a conceptual overview of co‐innovation through some of its basic elements such as convergence revolution, collaboration, and co‐creation with stakeholders.

Co‐innovation is a new innovation paradigm where new ideas and approaches from various internal and external sources are integrated in a platform to generate new organizational and shared values. The core of co‐innovation includes engagement, co‐creation, and compelling experience for value creation. Thus, the practices of co‐innovative organizations are difficult to imitate by competition.

Innovation is imperative for organizational survival in today's turbulent global market. This conceptual paper presents many real‐world examples of co‐innovative firms' strategies that can provide new insights for follower organizations.

Innovation is a universal strategy for every organization, be it a firm, non‐profit organization, or even a government agency. The new innovation approaches suggested in the paper can contribute to social reforms such as creating shared value for all stakeholders.

This is an original paper that presents a broad‐stroke direction and vision for new organizational strategies for innovation.

The aim of this paper is to present green information technology (GIT) initiatives of leading countries and to suggest strategies for environmental sustainability for the follower countries.

A comprehensive review of greening of IT and greening by IT programs for sustainable growth in leading countries, the growing GIT market, and possible GIT strategies for the follower countries is provided.

Green IT initiatives and practices in leading countries mirror each country's IT infrastructure and governmental efforts for green growth society. Some of the best practices of these countries should be benchmarked by the follower countries that have recently experienced dramatic increases in energy consumption and CO2 emission.

Each country has its own unique political, social, and economic conditions. Thus, a universal set of GIT initiatives is not suggested in this study.

GIT should be a critical national strategy for any country. The findings of this study provide guidance to government and corporate leaders, especially for the developing countries, on how to develop effective GIT programs for sustainable green society.

This study presents a comprehensive discussion of GIT initiatives and practices of leading countries and the exploding GIT market around the world. It also provides new insights for GIT for the follower countries.

Globalization and digitalization have led to the need for a different view of international business. Computer technology, especially in the form of enterprise systems, presents the opportunity to apply best (or at least better) practices. Twentieth century enterprise systems were focused on internal optimization. Twenty‐first century enterprise systems need to be much more open, and to focus on the demand chain, driven by serving customers better. To better fulfill this need, this paper aims to present a method for evaluation of business process alternatives focusing on demand chain needs.

A method integrating decision making and system approach principles is presented that includes use of soft systems approaches to identify goals and interrelationships among system parts, generation of alternatives, analysis of alternative performance on goals, refining alternatives to better satisfy goals, and multiple criteria selection analysis to recommend choice.

The method is demonstrated on a small business process design. This process can allow broader consideration of organizational goals and focus on customer demands.

The paper demonstrates how such a method might work to better support the design of enterprise systems in this dynamic new environment.

To discuss relative advantages and disadvantages of internally operated ERP‐ and ASP‐delivered ERP functionality, and present the possible future of these alternatives.

A thorough review of recent published papers dealing with advantages and disadvantages of ERP and ASP is presented. A good balance of theoretical analysis and real‐world application examples of ERP and ASP is maintained. Some of the disadvantages were discussed from the managerial perspective. Based on these approaches, the possible future direction of ERP and ASP is explored.

Today, organizations need ERP functionality to cope with the increasing complexity and competitive forces in the environment. Thus, ERP‐ and ASP‐delivered ERP systems are widely applied, often with disappointing consequences. The choice that organizations must make should be based on a thorough review of the advantages and disadvantages of each alternative vis‐à‐vis corporate strategies and resources.

A good managerial overview of ERP and ASP for enterprise solutions. Discussion is based on the managerial perspective of the roles of ERP in organizations.

This paper focuses on the weaknesses of ERP and ASP rather than glorifying their functions.