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Drawing on the theoretical model of ability–motivation–opportunity (AMO), the author conceptualizes joint learning as the ability, relational capital as motivation and co-production as an opportunity. The purpose of the study is to explore whether joint learning, relational capital and co-production, representing the constituents of the AMO, can enhance customer responsiveness.

The authors explore three possible configurations of the AMO framework, the additive model (primary effect), the combination model (two-way interactions) and the multiplicative model (a three-way interaction). The model is empirically tested by collecting primary data from 149 manufacturers in the information technology industry from Taiwan. In addition, hierarchical regression analysis was performed to test hypotheses.

The findings indicate strong support for the additive model, suggesting that joint learning, relational capital and co-production can enhance customer responsiveness, respectively. Also, the results of this study show strong support for the multiplicative model, indicating that the relationship between joint learning and customer responsiveness is positively significant only when both relational capital and co-production are high.

Suppliers can use the findings from this study to develop their joint learning and understand how joint learning in a buyer–supplier relationship enhances customer responsiveness. Specifically, this study guides firms that seek to understand relational capital and co-production seem to support the effectiveness of joint learning.

This study suggests that although joint learning enhances the ability to engage in customer responsiveness, the suppliers need adequate motivation and opportunity to exploit this ability entirely.

This study aims to examine the means by which influence strategies and social mechanisms (trust and shared vision) influence the flexibility of suppliers, and its ultimate effect on the performance of manufacturers.

This study bases the major components of marketing research on previous studies related to influence strategies and flexibility in the supply‐chain. This empirical study utilized 162 SMIT survey samples.

Results show that using coercive influence strategies and developing a shared vision promote supplier flexibility and fully mediate the effects of trust on supplier flexibility. In addition, supplier flexibility has a significant positive impact on the performance of manufacturers.

The perceptions of manufacturers regarding influence strategies and social mechanisms formed the basis of this study. Future studies could focus on the reciprocal strategies of suppliers, and the influence of these actions on the effectiveness of the influence strategies employed by manufacturers.

This paper adds to the existing management guidelines addressing the problem of ensuring increased flexibility from suppliers to enable a more rapid response to the demands of customers to enhance performance.

The paper provides novel insights into the impact of influence strategies and social mechanisms on the flexibility of suppliers.

The purpose of this paper is to apply social network analysis (SNA) to study faculty research productivity, to identify key leaders, to study publication keywords and research areas and to visualize international collaboration patterns and analyze collaboration research fields from all Management Information System (MIS) departments in Taiwan from 1982 to 2015.

The authors first retrieved results encompassing about 1,766 MIS professors and their publication records between 1982 and 2015 from the Ministry of Science and Technology of Taiwan (MOST) website. Next, the authors merged these publication records with the records obtained from the Web of Science, Google Scholar, IEEE Xplore, ScienceDirect, Airiti Library and Springer Link databases. The authors further applied six network centrality equations, leadership index, exponential weighted moving average (EWMA), contribution value and k-means clustering algorithms to analyze the collaboration patterns, research productivity and publication patterns. Finally, the authors applied D3.js to visualize the faculty members' international collaborations from all MIS departments in Taiwan.

The authors have first identified important scholars or leaders in the network. The authors also see that most MIS scholars in Taiwan tend to publish their papers in the journals such as Decision Support Systems and Information and Management. The authors have further figured out the significant scholars who have actively collaborated with academics in other countries. Furthermore, the authors have recognized the universities that have frequent collaboration with other international universities. The United States, China, Canada and the United Kingdom are the countries that have the highest numbers of collaborations with Taiwanese academics. Lastly, the keywords model, system and algorithm were the most common terms used in recent years.

This study applied SNA to visualize international research collaboration patterns and has revealed some salient characteristics of international cooperation trends and patterns, leadership networks and influences and research productivity for faculty in Information Management departments in Taiwan from 1982 to 2015. In addition, the authors have discovered the most common keywords used in recent years.