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More and more disputes have quickly emerged and accumulated, hence generating uncertainties and doubts among consumers regarding the online group-buying. In order to decrease such uncertainties, the purpose of this paper is to explore the relationships among information disclosure, trust, reducing search cost, and online group-buying intention, as well as proposing concrete suggestions for enhancing online group-buying intention.

In order to explore the relationships among information disclosure, trust, reducing search cost, and online group-buying intention, the questionnaire and statistical analytical techniques were used. Moreover, as this study was an early attempt to develop a model for information disclosure, trust, reducing search cost, and online group-buying intention, partial least square therefore was appropriately to analyze data.

The results showed that the level of information disclosure and trust on a group-buying website have positive influence on reducing search costs, while reducing search costs and trust have positive influences on online group-buying intention.

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings.

By more actively disclosing information it is possible for group-buying websites to increase consumer trust and decrease search costs, thus enhancing their group-buying intentions.

There are few studies on the relationships among reducing search cost, trust, and group-buying intention from the perspective of information disclosure. This study thus applies a questionnaire survey method to explore the relationships among them. This study also offers concrete suggestions to enhance group-buying intentions, and provides marketing strategies that can be used by online group-buying websites to raise their sales.

This study basically develops an omnichannel integration services (OIS) success model and further uses perceived value and stickiness to measure the actual net benefits. Furthermore, this study explores the role of service recovery in OIS success model.

A quantitative online survey study was mainly being conducted to statistically test these relationships among the customer experience, satisfaction, perceived value, stickiness and service recovery. The statistical data collected from 371 respondents were taken for analysis through partial least squares.

The findings revealed that the online and offline customer experiences have a significant influence on their level of online and offline satisfaction, respectively. Both online and offline satisfaction are major factors which are enhancing the perceived value and stickiness. Service recovery also has a significant effect on online and offline satisfaction.

The results of the hypotheses presented in the OIS success model may usually vary from one cultural context to another. Hence, additional studies should access the current research model, especially those that are culturally different from Taiwan.

The service failures are always inevitable and the recovery of such encounters represent to have a significant challenge for OIS. Thus, practitioners should allocate more such resources to enhance on customer experience of OIS, which in turn promotes to enhance customer satisfaction. Moreover, OIS practitioners seem to be more concerned with a thought on how to avoid service failures and provide satisfied customer experience than developing service recovery strategies.

Although the past studies on multichannel retail have yielded insights into the factors affecting consumers' channel preferences, there is a dearth of research that sheds bright light on the intense factors affect the success of OIS; hence, a conceptual framework of OIS success model, referenced to the model of updated information systems success (ISS), thus is used to act as the basis of this study. Furthermore, this study explores the role of service recovery in OIS success model.

Developing green innovative services is critical to the restaurant industry to achieve significant benefits as well as environmental sustainability. This study aims to explore the mechanisms through which employees’ green involvement can foster green service innovation behavior.

The data set garnered from employees who worked in restaurants was used to test these mechanisms. A partial least square technique was conducted on this data set.

The results revealed the employees’ green involvement significantly influences their green service innovation intention, which subsequently influences their green service innovation behavior. Furthermore, information technology (IT) adoption was found to fortify the linkage of employee green involvement with green service innovation intention.

The results suggest to the restaurant industry that awareness of green service innovation and IT adoption practices can help restaurants to develop effective sustainability work practices and meet societal expectations.

This study extends the restaurant management literature by linking the green involvement of restaurant employees to green service innovation intention as well as identifying the moderating role of IT adoption underlying this link.

The purpose of this study is to examine the impact of the relationship quality on customer loyalty. The moderating role played by online service recovery in this study is further discussed.

A quantitative Web-based survey study was conducted to statistically test these relationships among relationship quality, service recovery and customer loyalty. Data collected from 183 respondents were taken for analysis through partial least squares.

The findings reveal that relationship quality has significant influence on customer loyalty, whereas service recovery has moderated effect on the relationship between relationship quality and customer loyalty.

The respondents of this study were recruited from online panels; thus, a purposive sample could be a biased indication of the characteristics of the actual population. Therefore, it is suggested that future researchers enroll subjects from a statistical population that accurately represents the entire population and, in addition, that they collect more responses to increase the generalizability of the findings.

Because failures in service delivery are inevitable, recovery of such encounters thus represents a significant challenge for service firms. Hence, this study proposes concrete suggestions for firms to manage and operate e-commerce websites, as well as to enhance relationship quality and customer loyalty.

Service failures have been the bane of e-commerce, compelling customers to either abandon transactions entirely or switch to a physical competitor. Many firms have realized the importance of maintaining strong relationships with customers to enhance their loyalty. However, previous literature has a few studies conducted on the relationships among service recovery, relationship quality and customer loyalty in the e-commerce context. Therefore, it is meaningful to identify these relationships.

In light of the important roles of organizational culture and leadership style in IT-adoption intention and knowledge-sharing intention, the purpose of this paper is to investigate the relationships among IT involvement, IT-adoption intention, and knowledge-sharing intention, as well as the moderating effects of organizational culture and leadership style on IT-adoption intention and knowledge-sharing intention.

This study begins with a literature review followed by the use of a questionnaire method and statistical analytical techniques (hierarchical regression analysis) to investigate the relationships among IT involvement, IT-adoption intention, knowledge-sharing intention, organizational culture, and leadership style.

The result showed that IT involvement has a significant and positive influence on IT-adoption intention, which further affects the knowledge-sharing intention. Moreover, organizational culture and leadership style have moderating effects on the IT adoption and knowledge-sharing intention.

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply random sampling method to collect more responses and increase the generalizability of the findings.

This research suggests that organizations which adopt servant leadership or charismatic leadership, as well as organizations with clan or hierarchy cultures should work on enhancing staff’s knowledge-sharing intention by first raising their IT-adoption intention.

If an enterprise would like to encourage its staff to be more proactive at adopting IT and more willing to share knowledge, then it should first examine its current leadership style and organizational culture in order to propose concrete and effective methods to achieve this, and at the same time, this can help stimulate organizational learning and generate new ideas and knowledge.

In order to make knowledge management (KM) successful, the most important aspect is to nurture organizational culture. Furthermore, many studies indicate that hierarchical culture can significantly hinder the success of KM activities. The purpose of this paper, based on the antecedents of hierarchical culture and utilizing four activities of knowledge conversion, is to explore the impacts of hierarchical culture on the effectiveness of the knowledge management processes (KMP).

In order to gain best exploration on hierarchical culture, knowledge conversion, and KMP, both qualitative and quantitative techniques were used.

Through interpretative case studies and questionnaire analyses, the research finds that hierarchical culture has shown its influences towards KMP, and can act as mediators for knowledge conversion, and KMP. For instance, developing hierarchical culture will be suitable for conducting combination and externalization; moreover, it will be beneficial to the implementation of KM. In contrast, it would not be helpful towards socialization and internalization; moreover, it will not be beneficial to KM strategy and plan.

The study comprised in‐depth interviews with only two firms and questionnaire surveys with 31 companies. The results need to be validated by a robust survey.

This conceptual framework is expected to provide a convenient way to illustrate the effects of hierarchical culture on knowledge conversion, and KMP. And thus, enterprises can make corrections and adjustments accordingly in order to greatly enhance the effectiveness and efficiency of implementing KM through appropriate organizational culture.

This study proposes a conceptual framework to fully illustrate the influences of hierarchical culture on knowledge conversion, and KMP.

In order to make knowledge management (KM) successful, the most important aspect is to nurture an appropriate organizational culture. Furthermore, many studies indicate that hierarchical cultures can significantly hinder the success of KM activities. The purpose of this paper, therefore, based on the antecedents of hierarchical culture, is to utilize four activities of knowledge conversion to explore the impact of hierarchical culture on the effectiveness of KM processes.

In order to understand the influences of hierarchical culture on knowledge conversion and KM processes, both qualitative and quantitative techniques were used to analyze the data. A case study of two large companies included interviews with several senior managers. A survey questionnaire was also administered to senior managers in 31 Taiwanese companies that had hierarchical cultures.

Through interpretative case studies and questionnaire analyses, the research finds that a hierarchical culture influences KM practices and can act as a mediator for knowledge conversion and KM processes. For instance, developing a hierarchical culture will be suitable for combination and externalization. Moreover, it would be beneficial to the implementation of KM. In contrast, it would not be helpful for socialization and internalization. In addition, it would not be beneficial to KM strategy and planning.

The results need to be validated with a robust survey.

The conceptual framework provides a convenient way to illustrate the effects of hierarchical culture on knowledge conversion and KM processes. Enterprises can make corrections and adjustments accordingly to enhance the effectiveness and efficiency of implementing KM through the appropriate organizational culture.

The paper proposes a conceptual framework to illustrate the influences of hierarchical culture on knowledge conversion and KM processes in Taiwanese organizations.

Organizational culture can significantly promote or hinder the success of knowledge management initiatives. Therefore, this study seeks to develop and test empirically a conceptual framework to investigate the correlation between organizational culture and knowledge conversion on corporate performance.

Questionnaire and statistical analytical techniques were applied to gain best exploration on organizational culture, knowledge conversion and corporate performance.

The results of the questionnaire analyses indicate that an adhocracy culture enables knowledge conversion and enhances corporate performance more than clan and hierarchy cultures.

The research investigates the correlation between organizational culture and knowledge conversion on corporate performance under a Chinese‐centric set of societal, cultural and linguistic attitudes and behaviors. However, different countries have different cultures. Future research could extend this study to other regions of the world with a different set of attitudes and behaviors.

If the organization can nurture an adhocracy culture, it will be easy to create an environment where knowledge workers can learn, feel comfortable, and have the opportunity to be creative and innovative, improve corporate performance and increase the organization's value.

A lot of evidence shows that successful knowledge management initiatives can increase business innovation capacity. However, there is still a lack of empirical evidence regarding organizational culture, knowledge conversion, and corporate performance. Thus, a statistical analytical model for assessing the correlation between organizational culture and knowledge conversion on corporate performance with three cultural aspects and four knowledge conversion activities was developed in the study.

The purpose of this paper is to explore the influence of knowledge management capability (KMC) and customer knowledge gaps (CKG) on corporate performance, as well as proposing concrete suggestions for filling CKG and enhancing corporate performance.

In order to explore on KMC, CKG, and corporate performance, the questionnaire and partial least square (PLS) techniques were used.

The results showed that KMC is the major factor for enhancing corporate performance, and suggested CKG to be a significant intervening factor between KMC and corporate performance.

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings.

Firms should apply their KMC to gather knowledge for, from and about customers to decrease CKG and enhance their relationship with customers as well as improve corporate performance.

Developing a method by which to apply KMC in order to bridge CKG and to enhance corporate performance has become a significant issue. However, a holistic picture among KMC, CKG, and corporate performance has yet to emerge. This study thus applies a questionnaire survey method to explore the influence of KMC and CKG on corporate performance. Based on the results, specific recommendations are provided for enterprises planning to enhance their corporate performance in the future.

Firms survive by exploiting knowledge resources to maintain customer relationships more efficiently and effectively, as well as enhance their service quality. However, whether an enterprise can effectively utilize knowledge resources determines the effectiveness of knowledge management capability (KMC). Hence, the purpose of this paper is to investigate the relationship among KMC, customer relationship management (CRM), and service quality.

In order to explore on KMC, CRM, and service quality, the questionnaire and partial least square (PLS) techniques were used.

The results indicate that KMC has a positive influence on CRM and service quality; and further, that CRM has a positive influence on service quality. This result also reveals constructive suggestions that allow firms to strengthen their KMC and CRM, as well as enhance their service quality.

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings.

This research aims to investigate KMC, CRM, and service quality, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KMC and CRM to enhance service quality.

Although the critical factors for enhancing service quality have been identified in previous studies, few have specifically explored KMC despite the fact that it has a dramatic impact on service quality. To fill this knowledge gap, the present study employed a questionnaire and PLS techniques to explore the relationship among KMC, CRM, and service quality. Comprehending the essentials for enhancing service quality can provide useful management insights into developing effective strategies that allow enterprises to retain customers.