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Business process reengineering (BPR) has been widely applied in many enterprises. However, most cases have targeted large enterprises. In Taiwan, small and medium enterprises (SMEs), which account for at least 95 per cent of all enterprises, have played an extremely important role in Taiwan’s economic growth. The question of whether those SMEs can successfully implement BPR in order to strengthen their management structure is an important issue. Undertakes a detailed case study of an SME whose profits had fallen dramatically and which successfully implemented organizational restructuring (OR). Discovers that, although the SME in question did not make use of information technology to achieve the goal of organizational restructuring, by adopting use of BPR concepts and methods it achieved its goal of transformation. The model used for the implementation procedure of OR should provide a useful reference for other SMEs in Taiwan seeking to achieve perpetual operation, because most SMEs will eventually encounter similar problems.

The purpose of this paper is to analyze the underlying differences in the intention to participate in online commercial experiments through the social network considering users’ gender and age.

The model of this paper uses two relevant variables, trust and attitude, to test the behavioral intention. There were 269 data sets from social network’s users. Factorial analysis and linear regression were used in the analysis of the data obtained to investigate the differences in gender and age in the intention to participate in online commercial experiments.

The results of this paper show that there exist differences among women and men, and among youthers and adults. Women and youthers are the most desirable groups to conduct commercial experiments through social networks.

From the point of view of the academics, this paper increases the knowledge of social network’s possibilities as a marketing tool.

This study and its conclusions are relevant for entrepreneurs in any field who want to reach their customers through a horizontal social network because they can improve the online experiments’ profit. Entrepreneurs can know and understand their customers better, taking into account their wishes, tastes and interests through when participating in a commercial experiment.

This paper describes the possibilities that social networks like Facebook offer entrepreneurs to know the intention of users to participate in an online commercial experiment. Moreover, the differences in gender and age allow in adapting the contents of the online commercial experiments to get better results. In addition, this research contributes to the investigation in the possibilities of social networks as marketing tools.

The purpose of this paper is to analyse social capital (SC) development oriented to innovation. The relationship between high-performance work systems (HPWSs) and total quality management (TQM) philosophy is considered in this paper as an enabling factor that allows firms to accumulate SC oriented to develop radical and incremental innovation capabilities (IIC).

This paper establishes hypotheses and a model based on partial and total mediating effects of SC to develop innovation capabilities, which are focused on previous unexplored connections between HPWS and TQM and their effects on SC. The model and hypotheses are statistically tested through a partial least squares approach to structural equations models in a multi-industry sample of Spanish companies.

The study results show a system of specific human resource practices connected to SC development. Moreover, SC is found to be a mediating factor in the relationship between TQM and IIC, although the effect is not significant when radical innovation capabilities (RIC) are considered in the model. Finally, it is shown that HPWS partially mediates the relationship between TQM and SC.

This paper mainly contributes to the study of organizational context enablers for intellectual capital (IC) development from a knowledge-based view, especially when firms are seeking to build or improve innovation capabilities. As a managerial approach, HPWSs and TQM are shown as powerful tools to establish prolific contexts for SC development, especially when TQM is rightly supported by a HPWS.

This is a quantitative study that analyses, for the first time, predictive relationships between popular tools such as TQM and HPWSs to create an organizational context for SC development, considering a multi-industry sample of firms. Important implications are also drawn to help managers to create IC assets related to social interaction and network relationships.

The purpose of this paper is to examine empirically the effect of cultural and social acceptance on CEO leadership.

Several instruments were used to capture key concepts (i.e. Organisational Culture Profile, Marlowe‐Crowne Social Desirability Scale, Transformational Leadership Inventory, and Leader Reward and Punishment Questionnaire), which were examined using confirmatory factor analysis. Data were collected from 635 Australian CEOs.

The results of hierarchical multi‐regression analysis clarified the importance of self‐deception and impression management as influential context factors, and how both operate at the pinnacle of organisations. The study also identifies that transformational and transactional leadership behaviours were uniquely influenced by specific cultural dimensions, and suggests that CEOs use combinations of these behaviours to respond to four cultural dimensions (i.e. emphasis on rewards, performance orientation, innovation, and stability) in order to produce competitive advantages.

The study highlights how CEOs are still vulnerable to conforming to the social norms of their organisation and also how CEOs use a repertoire of leadership behaviours, in response to the importance of different cultural dimensions.

The paper contributes to the leadership literature by directly addressing how context impacts on CEO leadership in three specific areas: social acceptance needs, demographics and culture. Further, the study investigates CEO transformational and transactional leadership behaviours rather than global constructs, and directly addresses the common method variance issue.