This research responds to a current phenomenon that individuals experience fatigue, while using social network sites, such as Facebook, which original intend to provide hedonic value to users. To explain this current phenomenon, we propose and evaluate a research model based on the stress-strain-outcome model. Focal point is the stressor social overload, which induces feelings of being emotional exhausted. For that reason, some users of social network sites start to get dissatisfied and report an increasing discontinuous usage intention. In addition, the research article provides evidence for the fact that the effect of stress on the two outcome variables satisfaction and discontinuous usage intention is fully mediated through strain. This is validated with an empirical survey with 523 Facebook users. Several implications for technology adoption research are discussed.
The retention of newcomers is of vital relevance for initiatives developing Free Libre Open Source Software (FLOSS). Based on previous FLOSS research which repeatedly highlights the amount of knowledge developers build in the beginning of their project participation for their continuance and experiences from the organizational domain, we evaluate the use of mentoring as an appropriate knowledge transfer and retention strategy for FLOSS projects. Combining FLOSS and organizational literature, we develop our research model and hypothesize that (i) mentoring facilitates novices in their learning, which, in turn, increases their retention (ii) and (iii) that mentoring has direct effects on protégés' continued participation. The evaluation of 91 newcomers to the KDE project supports our hypotheses and finds a strong direct and indirect association between mentoring and novices' project retention. On the one hand our analysis shows that mentoring significantly increases novices' achieved level of knowledge after their ramp up period which, in turn, enlarges their project permanence. On the other hand, we find evidence that there is also a strong and significant direct association between mentoring and protégés' retention behaviour, which could be the result of the strong interpersonal relationship which is formed between mentors and protégés.
Continuously innovating is known to provide firms with a competitive edge over rival firms. As innovations are often created in networks, a firm's partners exert an influence on the focal firm's innovative outcome. Although many studies deal with innovation networks and open innovation as a means to explore external knowledge and exploit knowledge externally e.g., dealing with characteristics of partnership agreements, there is virtually no research regarding characteristics of external partners. Namely, whether a focal firm's partners are innovative themselves and what the effects of this innovativeness on a focal firm's innovative outcome might be. This study considers different types of partners such as customers and suppliers and deals with the differential impact of partners` innovativeness on a focal firm's knowledge stock, absorptive capacity (ACAP), and innovation success.
Drawing on literature on open innovation and ACAP and employing a survey in the manufacturing industry, we show whether a certain partner types' innovativeness is linked to innovation success, knowledge stock, and ACAP of a focal firm. E.g., we found that only the innovativeness of firms organized in clusters is positively and directly linked to innovation success, while customers' innovativeness influences positively and directly certain components of ACAP and knowledge stock.
A common challenge facing firms is how to effectively embed strategic business-IT alignment into daily routines at the operational level. Based on our findings from following an alignment project in a global aerospace industry leader for almost two years, we put forward a framework, which we call OperA, for establishing operational level business-IT alignment. This framework has three dimensions - knowledge, communication and trust, and identifies alignment paths for three strategic situations faced by firms: major planned changes, regular operations and major unplanned changes. Each path is anchored in a different dimension of the framework. The global aerospace case shows how different mechanisms used for each path improve business processes and enable successful change. The case also revealed frequent pitfalls and dependencies between the dimensions and associated mechanisms that top managers should be aware of as they strive to achieve operational business-IT alignment.