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This paper examines the evolution of massive open online courses (MOOCs) literature over the past 15 years and identifies its significant developments.

Utilizing main path analysis (MPA) on a dataset of 1,613 articles from the Web of Science (WoS) databases, the authors construct the main pathway in MOOC literature through a citation analysis. Pajek software is used to visualize the 34 influential articles identified in the field.

Three phases emerge in MOOC research: connectivism as a learning theory, facilitating education reform and breaking barriers to MOOCs adoption. Multiple-Global MPA highlights sub-themes including self-regulated learning (SRL), motivation, engagement, dropouts, student performance and the impact of COVID-19.

First, data limitations from the WoS core collection might not cover all research, but using reputable sources enhances data validity. Second, despite careful algorithm selection to enhance accuracy, there remains a limitation inherent in the nature of citations. Such biased citations may result in findings that do not fully align with scholars' perspectives.

The authors' findings contribute to the understanding of MOOCs literature development, enabling educators and researchers to grasp key trends and focus areas in the field. It can inform the design and implementation of MOOCs for more effective educational outcomes.

This study presents novel methodologies and important findings for advancing research and practice in MOOCs.

The purpose of this paper is to conceptualize how information technology (IT) enables supply chain (SC) network capabilities, which is to capitalize on SC’s existing set of resources and, at the same time, manage new combinations of SC resources to meet future market needs. The paper also develops SCM framework associated with IT-enabled SC network capabilities.

Through a case study of a leading Taiwanese petrochemical corporation, qualitative data were gathered on the IT-related SC management practices, in terms of network resource mobilizing and adaptive co-management arrangements to enable SC network capability. This research is based primarily on the interviews of the case company, supplemented by archived documents, published books, and in-depth observations.

Based on the evidence from the case, this study inductively develops a model that includes the operating processes with IT-enabled activities to achieve ambidextrous SC network capability, and the relevant framework functions in network resources and co-management activities include information co-governance, information interoperability, community engagement strategy, cyber-physical dexterity, and control enactment, which lead the SC alliances improvements for dynamic environmental changes.

Practitioners may derive strategies and tactics from the current findings to help them implement innovative information technologies and setup SC framework, during SC network capability development, to achieve SC’s sustainable competence in a dynamic market.

Researchers and practitioners may obtain a more complete view of IT-enabled SC network capability development. The proposed model reveals that developing IT-enabled SC network capabilities is a dynamic process whereby an organization’s major SC managerial activities are divided into specific network resource mobilizing and adaptive co-management arrangements.

The purpose of this paper is to identify the antecedent factors that foster and sustain the development of relational norms from a social exchange process perspective and articulates the mediating effect of relational norms on the relationship between inter-partner learning (IL) and IT co-sourcing performance.

A total of 197 usable questionnaires were returned from 1,000 Taiwan enterprises. Results from a partial least squares method supported the hypothesis that relational norms serve as dependent variable (to IL) and independent (mediating) variable (to IT co-sourcing performance).

The empirical results show that IL positively effects partnership identity and collaboration, while both significantly mediate the effects of IL on IT co-sourcing performance.

The research implications confirm that the relational norms which IT co-sourcing parties must include both attitudes and behavior simultaneously, and that IT co-sourcing will not produce good performance without both parties developing shared attitudes and collaborative behavior.

Relational norms can play a critical mediation role to help ensure that both parties reach their common goals successfully and prevent the risk of their effort to cooperate together falling apart. Therefore, project managers have to take account of the importance of relational norms on inter-organizational cooperation or strategic alliances.

This study creates opportunities for further cross-disciplinary studies of inter-firm co-sourcing project especially with regard to relational norms and knowledge sharing.

The purpose of this paper is to examine the ways in which central government in resource-constrained environments collaborates with local government to utilize the available resources at hand to set up 300 Digital Opportunity Centers (DOCs) in 168 remote areas in Taiwan through co-management to bricolage new resources and new capabilities, gradually bridging the urban-rural digital divide to co-create values for local development.

This study adopted an in-depth case study. The authors selected Taiwan’s DOC, the largest public information service infrastructure project in Taiwan, to explore issues related to bricolage-based resource co-management.

From the integrating relevant literature, the generic process of bricolage-based resource co-management can be inferred to consist of four major steps. Applying this body of knowledge as a theoretical lens to analyze the case of Taiwan’s DOC, a process model of bricolage-based resource co-management is inductively derived to address the research questions.

A common criticism of this methodology is its lack of generalizability since a case study cannot prove itself in a statistical sense.

This study is significant in that it provides a comprehensive and empirically supported framework. The authors hope that practitioners who face resource constraints when conducting large-scale IT projects can use the process model developed in this study as a detailed roadmap to identify the most appropriate actions and steps to undertake.

This study provides an empirically grounded framework that contributes toward addressing the lack of empirical studies in bricolage-based, resource co-management research.

The purpose of this research is to understand the practices of electronic customer relationship management (eCRM) and to establish a process model for online customers' relational assets creation.

Through a case study of a Taiwanese securities company, qualitative data are gathered on the process where online customers' relational assets evolved. This research is primarily based on 20 interviews of the case company. Four managers from the other two securities brokerage companies are also consulted in order to validate and complement the collected information.

The model reveals the relational assets creation as a four‐phase process: establish online relational tie, identify the features of online customers, enhance self‐determined behavior, and exploit research & development advantage for long‐term relationships.

In presenting an integrated view of the relational assets creation issue of eCRM has served as a step in establishing a process model. For each phase of the model, key managerial activities were identified that may facilitate online relationship building. The implications of the lessons learned and its future research directions are also discussed.

Imitative innovation, defined as applying innovation in the same way in another organization, has been adopted by many companies. This paper seeks to focus on how a competent follower of R&D capability can employ such an innovative strategy and minimize risk by using existing organizational resources to enhance innovation capabilities.

An in‐depth case study is applied of resource management experience at a Taiwanese optical storage media manufacturing outlet and then the Sirmon resource management model is extended to offer a process model for imitative innovation capability development.

The imitative innovation process is deconstructed into four phases and three main sub‐processes for effective resource management, namely, structuring, bundling and leveraging activities. The study also found that there are four modes of effective resource management for a successful imitative innovation process: identifying position and confirming innovation strategy; examining core competences and exploring gaps in imitative innovation; deploying specific resources and complementary assets; and restructuring an industry's ecological environment.

The study offers researchers and practitioners a more detailed view of applicable resource management for successful imitative innovation.

The purpose of this paper is to explore the organizational mechanisms of call centers that are associated with a firm's combinative capabilities and that help to facilitate a firm's absorptive capacities.

The study identifies mechanisms in terms of three types of combinative capabilities: system capabilities, coordination capabilities, and socialization capabilities. A strategy using multiple case studies was adopted; the research is primarily based on 12 interviews in four call centers from industries and public agencies in Taiwan.

The study explores seven organizational mechanisms: centralized information deployment and knowledge encapsulation, active monitoring and avoidance of organizational inertia, information hubs and communication, an interactive control system, a training center and career development, relational asset creation, and job embeddedness. The contingency factors on the development of these mechanisms are also suggested.

The paper bridges the “organizational mechanisms‐combinative capabilities” concepts and the proposed mechanisms and contingency factors should be taken into account in call center design and implementation.

If organizational mechanisms are properly designed, call centers can take on more responsibilities in managing the organization's knowledge assets.

By including a firm's combinative capabilities, the analysis provides a vocabulary that researchers and practitioners can employ in similar contexts so future call center designs and implementations can be compared and benchmarked.

With the fast growth of the internet, the development of industry portals for SMEs is becoming an increasingly important issue of economic growth. However, designing and developing efficient portals is not easy, and how to evaluate industry portals' performance has not yet been convincingly demonstrated. To address this gap, this paper aims to propose a framework.

The framework uses the analytic hierarchical process and incorporates both experts' and users' judgments into the performance evaluation process. It also employs three different objectives for performance evaluation including data quality, technology acceptance, and knowledge distribution. An exemplary case is given to demonstrate the proposed framework by empirically assessing an industry portal project, developed by Small and Medium Enterprise Administration, Ministry of Economic Affairs, Taiwan.

The proposed framework can enable industry associations to become more familiar with the nature and scope of portal performance evaluation.

Develops a framework which addresses the practical aspect of portal evaluation in terms of multiple objectives and involvement.

The implementation of e‐banking projects highlights the importance of digital transformation for contemporary organizations in order to survive and achieve competitive advantage in a digital economy. This paper aims to explore the development process of digital transformation through an e‐banking project based on the resource fit concept.

The qualitative method of case study is applied. In total, 17 in‐depth interviews and secondary data were collected and analyzed.

Numerous researches related to e‐banking have focused on either the resource‐based theory or strategic fit perspective, but not on both. This paper makes a unique contribution by constructing a resource fit framework that integrates these two theories. This framework offers a theoretical advancement in the resource fit literature. It includes four dimensions: external resource fit, internal resource fit, external capability fit, and internal capability fit. Through an actual empirical case examination of the resource fit framework, this study explored eight critical factors necessary for successful e‐banking project implementation.

This study fills a theoretical gap by developing an integrative framework and evaluating it via an empirical case study. Hence, examining this framework for organizational digital transformation in different industries and multiple case studies with cross‐cases comparison will be valuable for future research.

The study demonstrated that managing digital transformation can be challenging, but awareness of, and preparedness for, analysis of both the resources/capability and external demands through the resource fit perspective are necessary.

This paper offers a pioneer framework in the resource fit field and makes a practical case examination that can be useful for researchers and practitioners by taking a more detailed view of digital transformation development.