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The purpose of this paper is to explore the joint effects of different types of IT resources and top management support. Especially, the authors attempt to mainly examine a negative synergy or substitution relationship between IT infrastructure resources and CEO support, and a positive synergy or complementary relationship between IT human resources and CEO support among the large-sized enterprises.

A research model that integrates IT infrastructure resources, IT human resources, CEO support and the degree of usage of IT for business objectives (i.e. IT business spanning capability) is developed. Based on a sample of 112 large-sized enterprises, partial least squares is used to analyze the research model.

Whereas the positive moderating role of CEO support in the effectiveness of IT human resources is insignificant, CEO support and IT infrastructure resources have a substitution relationship in predicting IT business spanning capability. Furthermore, the results can explain under which conditions IT infrastructure resources insignificantly or significantly affect IT business spanning capability in large-sized enterprises. Specially, IT infrastructure resources significantly affect IT business spanning capability only when CEO support is low. Thus, in the presence of high CEO support, IT executives in large-sized enterprises should prioritize developing highly effective IT resources, such as IT human resources.

This paper highlights the joint effects of two critical IT resource types (i.e. IT infrastructure and IT human resources) and CEO support in the IT assimilation process among the large-sized enterprises, ultimately contributing to information systems theories and practices.

User resistance to change has been identified as a significant cause of information system (IS) implementation failure. Previous studies have proposed antecedents of user resistance to change. However, whether project leadership (e.g. authoritarian leadership) can lead to user resistance to change remains unclear. By drawing on project leadership, affective event theory and contingency theory of leadership, the authors address this void by empirically examining whether authoritarian leadership can lead to user resistance to change through the mediation of negative emotion and whether the magnitude of this mediation depends on the power distance level.

This study examines the authors’ research model that integrates authoritarian leadership, negative emotion, power distance and user resistance to change using data from a matched-pair survey of 278 users and their supervisors involved in IS project implementation in China.

Negative emotion plays a mediating role in the relationship of authoritarian leadership and user resistance to change. In addition, power distance moderates the relationship between authoritarian leadership and negative emotion and the indirect effect of authoritarian leadership on user resistance to change in IS project implementation through negative emotion.

The authors’ research provides a comprehensive understanding of the antecedents of user resistance to change in IS project implementation and ultimately contributes to the IS project implementation literature and practice.

The purpose of this research is to investigate how critical managerial IT capabilities, such as IT business spanning capability, interact with two pivotal types of technical IT capabilities (i.e. IT flexibility and IT integration) to affect organizational agility. Especially, the authors mainly examine a positive synergy or complementary relationship between IT business spanning capability and IT flexibility and a negative synergy or substitution relationship between IT business spanning capability and IT integration.

The authors develop a research model that integrates IT flexibility, IT integration, IT business spanning capability and organizational agility. Based on a matched-pair, cross-sectional field survey of IT and business managers, they use partial least squares (PLS) to analyze this research model.

IT flexibility and IT integration have been empirically proven to be positively associated with organizational agility. Furthermore, the research results indicate a positive synergy or complementary relationship between IT business spanning capability and IT flexibility, whereas they indicate a negative synergy or substitution relationship between IT business spanning capability and IT integration with regard to organizational agility. This finding demonstrates that IT business spanning capability can differentially influence organizational agility depending on its interaction with specific technical IT capability types. In addition, the effects of IT flexibility on organizational agility are high, whereas the effectiveness of IT integration decreases in the presence of high IT business spanning capability. Each type of technical IT capability displays different effectiveness under high IT business spanning capability. Thus, appropriate technical IT capability types should be carefully deployed, and highly effective technical IT capability types, such as IT flexibility, should be prioritized under high levels of IT business spanning capability.

This research highlights the joint effects of IT business spanning capability and two pivotal types of technical IT capabilities (i.e. IT flexibility and IT integration) on organizational agility, ultimately contributing to OM theories and practices.

The purpose of this paper is to numerically study the variations of oil film pressure, thickness and temperature rise in the contact zone of plate-pin pair in silent chains.

A steady-state thermal elastohydrodynamic lubrication (EHL) model is built using a Ree–Eyring fluid. The contact between the plate and the pin is simplified as a narrow finite line contact, and the lubrication state is examined by varying the geometry and the plate speed.

With increase in the equivalent radius of curvature, the pressure peak and the central film thickness increase. Because the plate is very thin, the temperature rise can be neglected. Even when the influence of the rounded corner region is less, a proper design can beneficially increase the minimum film thickness at both edges of the plate. Under a low entraining speed, strong stress concentration results in close-zero film thickness at both edges of the plate.

This study reveals the EHL feature of the narrow finite line contact in plate-pin pairs for silent chains and will support the future works considering transient effect, surface features and wear.