Drawing upon organizational culture and institutional theory, this study investigates how institutional pressures motivate the firm to adopt Internet‐enabled Supply Chain Management systems (eSCM) and how such effects are moderated by organizational culture. The results of a survey of 131 firms suggest that the dimensions of institutional pressures (i.e., normative, mimetic, and coercive pressures) have differential effects on eSCM adoption intention. While mimetic pressures are not related to eSCM adoption intention, normative and coercive pressures are positively associated with eSCM adoption intention. In addition, organizational culture (i.e., flexibility orientation and control orientation) plays different roles in the relationships between these three dimensions of institutional pressures and eSCM adoption intention. While flexibility orientation negatively moderates the effects of coercive pressures and positively moderates the effects of mimetic pressures, control orientation positively moderates the effects of coercive and normative pressures and negatively moderates the effects of mimetic pressures. Implications and suggestions for future research are provided.

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Research indicates that deploying appropriate information technology (IT) competency in a manner that fits the supply chain integration (SCI) of a firm induces superior firm performance; however, our understanding of how to empirically conceptualize and assess the performance effect of the fit remains limited. Drawing upon resource orchestration theory and the literature on fit assessment methodologies, our study employs both a contingency and a configuration perspective to conceptualize and operationalize “fit.” The results of a survey of 196 firms in China provide the first empirical evidence for the existence and nature of interrelationships between multiple components of SCI and IT competency and their effects on firm performance. In particular, fit as “moderation” approach indicates that IT competency could strengthen the relationship between SCI and both operational and financial performance. Fit as “profile deviation” approach further reveals that the more similar the IT competency configurations are to those of the top performers in the high‐level SCI group, the higher their operational and financial performance are. However, in the medium‐ and low‐level SCI groups, the SCI‐IT competency fit is significantly positively associated with financial performance and insignificantly associated with operational performance. The theoretical contributions and managerial implications of the study are discussed.

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As a new phenomenon in the software industry, Open Source Software (OSS) development has attracted a high level of research interest. Examining what motivates participants in OSS projects and how to enhance the effects of motivations has received increased attention in recent years. This study is prompted by the significant but detail-lacking examination of differential effects of various types of extrinsic motivations on participants' task effort in OSS projects and their interaction effects with participants' psychological states. Drawing upon self-determination theory, we establish four types of extrinsic motivations in OSS communities (i.e., external, introjected, identified, and integrated motivation) and investigate how these types affect task effort differently. Also, integrating self-determination theory with affective event theory, we study how satisfaction of needs for competence, autonomy, and relatedness moderates the relationships between extrinsic motivations and task effort. The research model is largely supported by data from 250 participants in various OSS projects. Theoretical contribution and practical implications are discussed.

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