Suchergebnisse

Purpose
In light of the important roles of organizational culture and leadership style in IT-adoption intention and knowledge-sharing intention, the purpose of this paper is to investigate the relationships among IT involvement, IT-adoption intention, and knowledge-sharing intention, as well as the moderating effects of organizational culture and leadership style on IT-adoption intention and knowledge-sharing intention.


Design/methodology/approach
This study begins with a literature review followed by the use of a questionnaire method and statistical analytical techniques (hierarchical regression analysis) to investigate the relationships among IT involvement, IT-adoption intention, knowledge-sharing intention, organizational culture, and leadership style.


Findings
The result showed that IT involvement has a significant and positive influence on IT-adoption intention, which further affects the knowledge-sharing intention. Moreover, organizational culture and leadership style have moderating effects on the IT adoption and knowledge-sharing intention.


Research limitations/implications
This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply random sampling method to collect more responses and increase the generalizability of the findings.


Practical implications
This research suggests that organizations which adopt servant leadership or charismatic leadership, as well as organizations with clan or hierarchy cultures should work on enhancing staff's knowledge-sharing intention by first raising their IT-adoption intention.


Originality/value
If an enterprise would like to encourage its staff to be more proactive at adopting IT and more willing to share knowledge, then it should first examine its current leadership style and organizational culture in order to propose concrete and effective methods to achieve this, and at the same time, this can help stimulate organizational learning and generate new ideas and knowledge.

Purpose
– Firms survive by exploiting knowledge resources to maintain customer relationships more efficiently and effectively, as well as enhance their service quality. However, whether an enterprise can effectively utilize knowledge resources determines the effectiveness of knowledge management capability (KMC). Hence, the purpose of this paper is to investigate the relationship among KMC, customer relationship management (CRM), and service quality.


Design/methodology/approach
– In order to explore on KMC, CRM, and service quality, the questionnaire and partial least square (PLS) techniques were used.


Findings
– The results indicate that KMC has a positive influence on CRM and service quality; and further, that CRM has a positive influence on service quality. This result also reveals constructive suggestions that allow firms to strengthen their KMC and CRM, as well as enhance their service quality.


Research limitations/implications
– This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings.


Practical implications
– This research aims to investigate KMC, CRM, and service quality, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KMC and CRM to enhance service quality.


Originality/value
– Although the critical factors for enhancing service quality have been identified in previous studies, few have specifically explored KMC despite the fact that it has a dramatic impact on service quality. To fill this knowledge gap, the present study employed a questionnaire and PLS techniques to explore the relationship among KMC, CRM, and service quality. Comprehending the essentials for enhancing service quality can provide useful management insights into developing effective strategies that allow enterprises to retain customers.

Purpose
– The purpose of this paper is to explore the influence of knowledge management capability (KMC) and customer knowledge gaps (CKG) on corporate performance, as well as proposing concrete suggestions for filling CKG and enhancing corporate performance.


Design/methodology/approach
– In order to explore on KMC, CKG, and corporate performance, the questionnaire and partial least square (PLS) techniques were used.


Findings
– The results showed that KMC is the major factor for enhancing corporate performance, and suggested CKG to be a significant intervening factor between KMC and corporate performance.


Research limitations/implications
– This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings.


Practical implications
– Firms should apply their KMC to gather knowledge for, from and about customers to decrease CKG and enhance their relationship with customers as well as improve corporate performance.


Originality/value
– Developing a method by which to apply KMC in order to bridge CKG and to enhance corporate performance has become a significant issue. However, a holistic picture among KMC, CKG, and corporate performance has yet to emerge. This study thus applies a questionnaire survey method to explore the influence of KMC and CKG on corporate performance. Based on the results, specific recommendations are provided for enterprises planning to enhance their corporate performance in the future.

Purpose
More and more disputes have quickly emerged and accumulated, hence generating uncertainties and doubts among consumers regarding the online group-buying. In order to decrease such uncertainties, the purpose of this paper is to explore the relationships among information disclosure, trust, reducing search cost, and online group-buying intention, as well as proposing concrete suggestions for enhancing online group-buying intention.


Design/methodology/approach
In order to explore the relationships among information disclosure, trust, reducing search cost, and online group-buying intention, the questionnaire and statistical analytical techniques were used. Moreover, as this study was an early attempt to develop a model for information disclosure, trust, reducing search cost, and online group-buying intention, partial least square therefore was appropriately to analyze data.


Findings
The results showed that the level of information disclosure and trust on a group-buying website have positive influence on reducing search costs, while reducing search costs and trust have positive influences on online group-buying intention.


Research limitations/implications
This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings.


Practical implications
By more actively disclosing information it is possible for group-buying websites to increase consumer trust and decrease search costs, thus enhancing their group-buying intentions.


Originality/value
There are few studies on the relationships among reducing search cost, trust, and group-buying intention from the perspective of information disclosure. This study thus applies a questionnaire survey method to explore the relationships among them. This study also offers concrete suggestions to enhance group-buying intentions, and provides marketing strategies that can be used by online group-buying websites to raise their sales.

Customer knowledge plays a significant role in the operational processes of an enterprise. Hence, if companies want to acquire more customers, they must rely not only on the acquisition, control, and publication of customer knowledge but also—more importantly—must establish an objective, quantifiable customer knowledge management performance index for quantifying the customer knowledge management activities. Although there is a considerable research literature addressing the significance of customer knowledge management in enhancing corporate performance, there has been a relatively limited research literature relating to the performance measures to assist managers in managing their customer knowledge. Therefore, this study aims to design a customer knowledge management performance index while further investigating the relationship between customer knowledge management performance and corporate performance. The results of this study are expected to provide useful suggestions for practitioners to enhance corporate performance. Copyright © 2015 John Wiley & Sons, Ltd.

Purpose– The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively apply its knowledge management (KM) capability and develop a uniquely dynamic capability in order to provide quick response to a dynamic environment has become an urgent need. The purpose of this paper is to discuss the above-mentioned issues.Design/methodology/approach– In order to gain best exploration on KM capability, dynamic capability, and organizational performance, the questionnaire and statistical analytical techniques were used.Findings– The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level. That is, KM capability enhances the dynamic capability of organizations. While dynamic capability, in turn, increases organizational performance and provides competitive advantages.Research limitations/implications– This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability.Practical implications– This research aims to investigate KM capability, dynamic capability, and organizational performance, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KM capabilities and dynamic capabilities to enhance organizational performance.Originality/value– There is still little related literature investigating the relationships among KM capability, dynamic capability, and organizational performance. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of KM capability and dynamic capability on organizational performance. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.