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This study aims to investigate innovation intensity by exploring the roles of internally focused and externally focused information technology (IT) use intensity and innovation culture on innovation intensity and organizational performance.

A model exploring the effects of internally and externally focused IT use, plus two key dimensions of innovation culture – collaborative and entrepreneurial – on innovation intensity and organizational performance is tested via a structural equation model using partial least squares with data collected from 395 top executives.

The results indicate that intense use of internally and externally focused IT and the collaborative dimension of culture positively affect innovation intensity, which, in turn, increases operational and financial performance.

Innovation is an important driver of performance, for both internal efficiency and competitiveness. The role of IT in the innovation process is key: it allows information, knowledge and idea sharing. Top managers should make a wide array of IT tools available to increase internal and external information exchanges. They should also develop an organizational context that stimulates innovativeness and promotes collaboration.

IT helps employees acquire and use the knowledge needed to innovate within and outside organizational boundaries. To be innovative, employees need to work in an organization with a strong innovation culture, a primary determinant of innovation intensity. This study is one of the first to examine the effects of an organization’s innovation culture and its use of IT on innovation intensity and organizational performance. In addition, constructs of innovation intensity and internally and externally focused IT use are developed and tested.

Web retailing is expected to grow at aggressive rates in future years, but lack of trust on the part of potential customers can impede this growth. So, as transactions through the Internet develop and mature, success will largely be dependent on gaining and maintaining this trust. It has been suggested that the quality of the user interface of the Web site is a determinant of the initial establishment of trust. Describes a study where 66 subjects were asked to perform some predefined book purchasing task in a series of sites with varying interface quality. A strong relationship between interface quality and trust was found and some components of user interface quality were more important than others. Discusses the implications for Web site design.

Communication quality is repeatedly listed among the top success factors to consider when implementing an ERP system. Analysis shows its role is more complex. It helps some aspect of success but has no influence on others. The aim of this paper is to conduct a case study to determine the role of communication quality in the success of an ERP project implementation.

A case study was conducted to determine the role of communication quality in the success of an ERP project implementation.

Results suggest that different aspects of communication quality impact different dimensions of project success. Some dimensions of project success did not seem influenced by communication quality. Results also show that, for the dimensions of project success that are influenced by communication quality, the form might be as important as the content of communication.

The literature may be repeating an “accepted truth” without actually testing it. The evaluation of the regularity of the patterns observed will require additional observations. Also, the reasons behind the association between the communication quality attributes and the different components of success will need to be further investigated.

For managers, the findings highlight that communication is not a silver bullet when conducting ERP projects. Managers should also be aware that the form of the communication efforts will likely have as much impact as the content of the communication process. The results specially emphasized the importance of openness in communication.

The study considers nine dimensions of communication quality. By examining the separate effects of the communication content and form on the components of ERP project success, the paper provides a deeper understanding of the role of communication in the implementation of ERP systems.

Many business process improvement efforts emphasize better integration, yet process integration can mean many things. The purpose of this paper is to emphasize the importance of information flows to modern business processes, and draw upon recent organizational and information systems literature to characterize process integration and to derive four principles of process integration: accessibility, timeliness, transparency, and granularity of information flows.

Using a field study, the four principles of process integration are applied to analyze ten different business processes across five organizations.

In total, 18 generalized activities are identified that describe non‐integrated behavior, and “keying in known data” was found to be the most common. Among other findings, analysis highlights the importance of documentation to modern business processes, especially for coordination roles, and the paper describes three different purposes for documentation found in the data: content, process validation, and posterity.

The articulation of “business process integration” offers a foundation for future research in this area. Findings are limited in generalizability to various levels of processes, as well as possible instrument‐related biases.

The principles of process integration provide a lens through which practitioners can analyze processes. Empirical findings stress the role of documentation, forms of documentation, and types of non‐integrated work.

The paper characterizes process integration in relation to other commonly‐used constructs such as organizational integration, data integration, and application integration. Principles are derived from the literature that can guide future inquiry and practice associated with business process improvement.

The purpose of this paper is to evaluate empirically the relationship between workforce age, wage and productivity at the firm level.

Panel data techniques are applied to Belgian data on private sector workers and firms during 1999‐2006.

Results (robust to various potential econometric issues, including unobserved firm heterogeneity, endogeneity and state dependence) suggest that older workers are significantly less productive than prime age and young workers. In contrast, the productivity of middle‐aged workers is not found to be significantly different compared to young workers. Findings further indicate that average hourly wages within firms increase significantly with workers’ age. Overall, this leads to the conclusion that young (older) workers appear to be “underpaid” (“overpaid”).

These findings contribute to the growing literature on how the workforce age structure affects productivity and wages.

The purpose of this paper is to discuss the contribution of a global IT service provider's Human Resources Information System (HRIS) to staff retention in emerging markets. This includes a comparison of the relevant issues and implications derived from a study investigating six developing countries. The author of this paper concludes that the functionality of global HR systems should be supplemented with local adaptions in order to achieve the best support for staff retention management.

The theoretical framework for this paper is based on HR literature concerning staff retention and on the framework proposed by Martinsons for human resources management applications of knowledge‐based systems. The argument is illustrated by quotes from 16 semi‐structured expert interviews with Accenture HR executives and managers in Argentina, Brazil, China, India, Latvia and Slovakia.

HRISs contribute positively to staff retention for global IT service providers in emerging markets. Especially important in minimizing turnover is the support they can provide for the allocation of employees to international engagements, including scheduling and training. Culture and local labor market differences do of course influence the HR functionalities needed. This paper provides insight into the factors that necessitate local adaptions to a global HRIS.

This paper addresses the differences and similarities in a global IT service provider's staff retention management and the contribution of its HRIS – including global functionality and local adaptions – towards this goal in six developing countries.

The purpose of this paper is to estimate the impact of fixed-term contracts (FTCs) on labour productivity, wages (i.e. labour cost), and productivity-wage gaps (i.e. profits).

The authors apply dynamic panel data techniques to detailed Belgian linked employer-employee panel data covering the period 1999-2006.

Results indicate that FTCs exert stronger positive effects on productivity than on wages and (accordingly) that the use of FTCs increases firms’ profitability.

This paper is one of the first to examine the FTC-productivity-wage nexus while addressing three important methodological issues related to the state dependency of the three explained variables, to firm time-invariant heterogeneity, and to the endogeneity of FTCs.

This paper raises the question of the impact that the increasing use of information and communication technologies (ICT) has on the process of creating value and the differentiation in service activities. We shall develop the idea that electronic intermediation tends to “impoverish” service relations, insomuch as the technological interface can by no means replace the wealth of human interactions on which the creation of value and the differentiation of services are based. So it is mainly a theoretical contribution based on American and French academic works in the field of services marketing management.