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PurposeOur knowledge of why organizations continue to use open source software (OSS) infrastructure technologies is relatively limited, and existing models appear inadequate to explain this continuance phenomenon given that they are set at the individual level and also do not take into account the unique characteristics of OSS. The paper aims to discuss these issues.Design/methodology/approachUsing an institutional perspective, this paper posits that coercive (business value of IT) and normative (open source ideology (IDEO)) factors may be credited with sustaining the continued use of OSS technologies. The study argues that organizations that subscribe to IDEO are more likely to continue using OSS technologies. Survey data are collected from organizations that have implemented an OSS infrastructure technology and a moderated multiple regression analysis is performed to test the proposed hypotheses.FindingsIn addition to the business value provided by OSS technologies, adherence to IDEO also impacts decisions to continue using those technologies. The results suggest that once an OSS is implemented in an organization, IDEO can enhance organizations' intentions to continue using such technologies, directly, as well as indirectly, by amplifying the impact of the perceived business value of the technology.Originality/valueMuch of extant literature on continued use focuses on end-user technologies. This paper is one of the first to focus on infrastructure technologies and examine organizations' intentions to continue using those technologies by developing a parsimonious theory-driven model for examining organizations' continued use intentions toward infrastructure IT. Additionally, much of open source research to date has been inwardly focused, and this paper is one of few empirical studies to focus on the demand or consumption side of OSS technologies.

PurposeThere is considerable debate among academics and business practitioners on the value of the use of social networking by organizational members. Some, fearing presenteeism (i.e. being at the workplace but working below peak capacity), claim that the use of social networking sites by organizational members is a waste of time, while others believe it leads to improvements in job performance, partly due to employees' successful efforts to balance work‐life realms. This paper aims to inform this debate by examining the use of social networking sites by organizational members and its effect on job satisfaction, organizational commitment, and job performance.Design/methodology/approachThe exploratory study is based on a survey of 193 employees, focusing on the following constructs: social networking site use intensity, perceived job satisfaction, perceived organizational commitment, and job performance. The authors' proposed model was evaluated using variance‐based structural equation modeling (SEM), a latent variable‐based multivariate technique enabling concurrent estimation of structural and measurement models under nonparametric assumptions. This study used WarpPLS 2.0 to assess both the measurement and the structural model.FindingsThe results show that social networking site use intensity has a significant positive effect on job performance through the mediation of job satisfaction, and that this mediating effect is itself mediated – in a nested way – via organizational commitment. The findings suggest that social networking site use, rather than causing presenteeism, may be a new way through which employees balance their work‐life realms, in turn benefitting their organizations.Originality/value – To the best of the authors' knowledge, this is the first study to analyze, in an integrated way, the relationship between those theoretical constructs.

ABSTRACTWhile numerous studies have examined the relationship between IT and innovation, comparatively few explore IT's contribution to explorative and exploitative innovation activities. A better understanding of the influence of IT's strategic role on exploration and exploitation innovation is critical for tracing the complex IT–innovation relationship. To address this gap, we develop a theoretical model that describes the contingent relationship between IT's strategic role and explorative and exploitative innovation activities. By testing the model using a multisource, matched sample of data from Chinese firms, we find that the IT roles of automation, information, and transformation differentially influence exploration and exploitation, underscoring IT's multifaceted role in organizational innovation activities. Specifically, IT‐enabled transformation positively affects exploration, and IT‐enabled information positively affects both exploration and exploitation. We also evidence the moderating effect of environmental uncertainty in these relationships by uncovering that IT‐enabled automation is negatively related to exploration, whereas IT‐enabled transformation positively affects both explorative and exploitative innovation activities with high environmental uncertainty. Our article contributes to the knowledge in the field by demonstrating the value of a firm's transformative IT investments to develop explorative and exploitative innovation activities in the presence of environmental uncertainty.