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The purpose of this paper is to examine how service failure affects customers’ negative response and how service recovery affects perceived justice in the context of different relationship norms.

It includes four studies that examine how relationships influence customer reactions to service failures. In study 1, the paper examines how service failures affect customers’ negative reaction. In study 2, the paper examines how service recoveries influence perceived justice. Study 3 and study 4 test the robustness of the results of study 1 and study 2. All studies have a 2×2 between-subjects design.

The results show that individuals in exchange relationships experience a stronger feeling of betrayal than those in communal relationships during service failures. Further, individuals feel more betrayed and show greater negative responses during process failures. They perceive greater justice when offered physical recoveries, which, in turn, contributes to higher service-recovery satisfaction.

This study was conducted in Taiwan. Customer reactions to service failures may vary according to cultural and environmental contexts.

Service providers are encouraged to cultivate relationships with customers and identify different types of customers to compensate them more effectively, according to their preferences.

This study introduces relationship norms to investigate consumer responses to service failures. The main contributions are twofold; it investigates the effect of relationship norms on customer responses to service-failure types and service-recovery types.

The purpose of this paper is to present a procedure for identifying a corporate social responsibility (CSR) model with best goodness‐of‐fit. This research constructed a model of which CSR was mainly influenced by four core components: accountability, transparency, competitiveness, and responsibility.

The data presented in this study were collected from companies in the year 2009 in Taiwan using questionnaires, and in total 185 companies were analyzed. Structural equation modeling was applied to assess the proposed CSR model containing four latent factors and 13 observation indicators.

The results of confirmatory factor analysis indicated that the correlation among four latent variables was significant, and the second‐order factor structure fit the observed data well.

The result supported the proposed model that four constructs played a dominant role toward CSR. Business leaders therefore could have clearer perspectives while facing challenges regarding CSR issues.

The paper shows that while developing business strategies, companies taking accountability and transparency as priority would strengthen their competitiveness and generate responsibility and in turn lead to CSR. Companies would obtain great advantages in the long run.

The purpose of this paper is to empirically investigate the causal relationships among four components in corporate social responsibility (CSR) domain. This study posits that CSR is mainly influenced by: accountability, responsibility, transparency, and competitiveness.

A path analysis is employed to determine the relationships, while confirmatory factor analysis is applied to assess the construct validity of the model. The data presented in this study were collected from Taiwanese companies in the year 2009 using questionnaires. A total of 170 companies were analyzed.

The results show that both accountability and transparency provide statistically significant contributions to the prediction of competitiveness, which in turn has a significant effect on responsibility.

First, the paper encompasses four core factors influencing the measurement of CSR. Second, the sample size used to analyze the diversity of concepts may appear small and therefore the result may not be considered precise since the total number of companies in Taiwan is over one million. Large sample size may lead to different results and therefore needs to be further explored. Third, while the proposed model was only tested in Taiwan, a country with 97.8 percent SMEs, the outcome of the research may only be applicable to Taiwan rather than to other countries with different national systems of business‐society relations. Finally, this study only investigated the relationships among core components of CSR.

While developing business strategies, companies taking accountability and transparency as priority will strengthen their competitiveness and in turn generate responsibility and lead to CSR, a way to reach corporate sustainability.

The results provide business leaders with practical advice that implementing CSR is not only the smart and right thing to do from a business perspective, but also the right thing to do from a society perspective.

Applying for international standards could be a feasible and optimal way to show commitments to CSR implementation.

Many studies have integrated the mechanism of Creative Commons (CC) or similar mechanisms into web 2.0 platforms for supporting learning. The CC mechanism may create new types of knowledge sharing environments. The purpose of this paper is to explore students’ trust, knowledge sharing self-efficacy, and outcome expectations in the context of a knowledge sharing platform using the CC mechanism.

The participants were 86 sixth-grade Taiwanese students. Within the context of online drawing and storytelling activities, a quantitatively self-reported instrument was adopted to assess the sharing experience with the CC mechanism.

The results found complex interrelationships among trust, sharing self-efficacy, and outcome expectations identified in the literature. The results further reveal that students who showed high community-related outcome expectations would adopt the non-CC approach (read-only, i.e. the shared works can not be used and modified) as they possessed lower identification-based trust. In contrast, those who adopted CC approach (i.e. the shared works are able to be used and modified) placed higher level of economy-based trust and showed a lower level of community-related outcome expectations. The results reflect that students who have low performance expectancy and sharing self-efficacy are more willing to share their work using the CC approach.

The results of this paper show that in such a mechanism there exists close interplay between trust, sharing self-efficacy, and outcome expectations. It is therefore, suggested that researchers and educators should note the influence of the sharing mechanism on the sharing activity when knowledge sharing is involved in pedagogical design. The implications derived from the findings for educational practice were also discussed.

The economic development of Taiwan, from a poor island colony to a world leader in electronic hardware manufacturing, has been spectacular. This study shows that the success of Taiwan may be largely attributed to the synergistic combination of two separate factors: (1) the utilization of unique social capital inherent in the Chinese family entrepreneurs, and (2) the institutional support from the government and other entities, such as Technology Parks, for the creation of scientific and technical knowledge and, most important, for the diffusion and exploitation of technology-based opportunities by these family businesses.

This study relates to two levels of organization social capital (SC): personal SC and intra-organizational SC. Personal SC is the utility derived from the person’s relationship, and his positioning in networks, inside and out of the organization. Intra-organizational SC is the benefit derived from interactions within, and between groups in the organization, and is based on trust, reciprocity, common goals, sharing information and knowledge. The purpose of this paper is to examine the difference between the SC levels by their connections to employee energy and success, before and after crisis.

In order to test the hypotheses, the authors used the Enron e-mails corpus, the texts were analyzed using SQL.

The findings suggest that the impact of personal SC and intra-organizational SC, on employee energy and success is different. Personal SC was found to have a higher impact on those two variables, than intra-organizational SC. After crisis, this gap became larger.

The importance of the findings is in the distinction between the SC levels, and their different impact on the employees. However, the situation of Enron employees at that time implies that the more important level of SC is the intra-organizational SC.