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The purpose of this paper is to understand the role of multichannel integration quality in enhancing online perceived value and online purchase intention via the online store operated by a land-based retailer.

This paper develops a research model based on the “quality-value-purchase” chain, with four dimensions of multichannel integration quality as antecedents and three dimensions of online perceived value as mediators of online purchase intention. Empirical data were collected from 390 multichannel shoppers and structured equation modeling was used to test the research hypotheses.

Among the four multichannel integration quality dimensions, transparency of service configuration, process consistency and business ties positively affect online purchase intention through online perceived value, whereas the effects of information consistency are not significant; process consistency exerts a stronger influence on online perceived value than business ties; the effect of online convenience on online purchase intention is weaker than that of online monetary savings and online hedonic value.

The study identifies the theoretical principles of the relationships among multichannel integration quality, online perceived value and online perceived value in multichannel context. Based on these theoretical principles, this study will help researchers to better understand consumers’ online purchase intention and the creation of online perceived value in the integrated multichannel context.

The findings of this study can provide retailers with useful strategies to increase online purchase intention depending on improvement of multichannel integration quality and online perceived value.

This study provides a first study to empirically assess various types of online perceived value attached to multidimensional properties of multichannel integration quality and the corresponding effects on online purchase intention. Overall, the results offer insights of how land-based retailers could manage their online performance by integrating multiple channels and improving online perceived value.

The purpose of this paper is to understand how two online marketing orientations of land-based retailers in product category and price could change retail brand attitude when retail brand familiarities differ.

This paper proposes a research model with two orientations in product category and price as antecedents of retail brand attitude change and retail brand familiarity as a moderator. Empirical data were collected from 684 shoppers across three land-based retailers to test the research hypotheses.

Both orientations in product category and price can improve customers’ retail brand attitudes. Retail brand familiarity plays a significant moderator in some of the situations. Online-offline product category congruence and online-prototypical price congruence have significantly positive effects on retail brand attitude change whether retail brand familiarity is high or low. The effect of online-offline price congruence is significant only among high-familiarity customers, while the effect of online-prototypical product category congruence is found to be significant only among low-familiarity customers.

The study identifies the moderating effects of retail brand familiarity on the relationships between two online marketing orientations in product category and price and retail brand attitude change. Based on the moderating effects, this study will help researchers to better understand the effectiveness of two online marketing orientations subject to varying degrees of retail brand familiarity in a multichannel retailing context.

The findings of this study can guide land-based retailers to focus on the right orientations in product category and price to improve customers’ attitudes toward the retail brand when existing or new customers are targeted.

This study provides a first study to empirically assess the change in retail brand attitude prompted by homogenous and prototypical orientations in product category and price and subject to varying degrees of retail brand familiarity. Overall, the results offer insights of how land-based retailers could manage their overall performance by designing more effective online product category and pricing strategies for existing or new customers.

The purpose of this paper is to investigate the messages delivered by transformational leaders to front‐line employees to build an organizational brand climate and encourage employees' branding behaviors, to attain better company performance within the Taiwanese hotel industry.

Survey data were obtained from 34 human resource managers and 326 customer contact employees working in Taiwanese hotels.

Transformational leadership was found to have both direct and indirect positive influences on the development of organizational brand climate and employees' branding behavior.

Results suggest that transformational leaders may facilitate employees' branding behaviors by developing an organizational brand climate to distinguish the organization from its competitors and develop long‐term customer relationships.

This study advances the knowledge of antecedents and outcomes of the organizational brand climate by applying a multilevel approach to reflect the hierarchical nature of brand distinctiveness within the Taiwanese hotel industry.

The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums.

Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model.

Ambidextrous leadership has the most significant effect on employees’ innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees’ innovative behaviors.

This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees’ innovative behaviors.

This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees’ innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.

The purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.

Data were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan.

The results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour.

Results suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams.

This study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.

Therefore, this study aims to explore the relationships among OC, KS, OCB and OI “Organization” is often seen as a company and few studies pay much attention to tribes and other related organizations and communities of Indigenous peoples. However, Indigenous peoples production organizations (IPPOs) would be certainly influenced by factors from the internal/external, including organizational culture (OC), organizational citizenship behavior (OCB), knowledge sharing (KS) and organizational innovation (OI). Therefore, this study aims to explore the relationships among OC, KS, OCB and OI.

Based on valid 139 Indigenous workers in IPPOs, this study used structural equation modeling to validate the relationships among OC, OCB, KS and OI.

The empirical findings indicate that OC would significantly influence OCB and OI, whereas KS would not have significant impact on OI. In addition, OC would not influence KS as usual, whereas OCB would do. Finally, OCB would impact KS.

As OCB acts as a complete mediator in OC–KS relationship, it means that these IPPOs already have OCB to motivate their staffs to do KS, but not enough to achieve more excellent performance on innovation.

Compared to past studies, this study aims to investigate the theory of organizational behavior and whether it is suitable between general businesses and IPPOs.

Existing research on collaborative innovation mechanisms from the perspective of global operation is very limited. This paper aims to address the research gap by studying the factors influencing globally distributed teams’ innovation performance, especially how effective knowledge sharing between distributed teams promotes collaborative team innovation.

This research proposes a model to investigate how collaborative knowledge sharing affects global operations [team dispersion, task orientation, information and communication technology (ICT) usage] and innovation performance based on the data collected from 167 managers in 40 local Chinese IT and offshoring firms. Using the theory of Cognitive Diversity and Innovation Diffusion and Synergy, separate hierarchical regression analysis was used to test the proposed model.

The findings of this study demonstrate that effective collaborative knowledge sharing plays a crucial role in enhancing innovation performance in a global operation. Specifically, innovation capacity can be improved by task orientation, ICT usage and team dispersion.

This research study contributes to the development of global distributed operations and innovation among distributed teams in multinational corporations.

The effective and efficient implementation of daily work activities necessitates tacit knowledge sharing, boosting firm productivity. However, the link between tacit knowledge sharing within a company and its effects on organizational performance is unclear, so the purpose of this study is to examine the impact of sharing tacit knowledge on the success of a company.

Construction managers and senior managers were the study’s target participants. The correlation matrix was used to assess the significant correlation between study frameworks and the statistical approach of multiple regression was also used to test the hypotheses using statistical package for social sciences (SPSS) v.26.

The findings suggest that companies will be more willing and capable of making decisions based on experience when knowledge systems are used successfully. Furthermore, new organizational knowledge and particular evaluation procedures, such as anxiety and conflict resolution preparation, personal relationship and training improvement, mediation and task clarity, are explained, which can aid in success.

The study contributes to construction companies’ perception of knowledge sharing and recommends organizations to build capacity to encourage, improve engagement and review to maintain the dissemination of knowledge.