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With the development of information technology (IT), various information systems (IS) such as Web-based systems and mobile systems have appeared utilizing different technologies. However, recent studies on IS use and user satisfaction rarely account for technological differences among IS and environmental characteristics where IS are intended to be used. The purpose of this research is to investigate the determinants of the use of Web-based ticketing systems for cultural activities and to empirically validate their relationships. Environmental psychology suggests that human beings respond to external stimuli from environments with their emotions, and their emotional states influence human actions, e.g., IS use in this research. Applying environmental psychology to the use of Web-based systems in the culture and entertainment industry, we propose that web site characteristics first influence a user's internal state of mind (i.e., flow) and then the flow state influences the IS use. Studies related to the state of flow collectively affirm the key role played by the flow construct in shaping individual attitudes and behaviors toward IS. Users' flow states are captured by their shopping enjoyment, perceived behavioral control, and the level of concentration on the IS use. Referring to social presence theory, we have included such web site characteristics as content quality, context of web site, and community quality. In our research model, a second order construct is utilized to represent web site quality, because flow theory suggests that holistic experiences with web-based systems (rather than individual characteristics of the web site) are important in explaining the IS use. Further, we have included trust as another important factor influencing the IS use since business transactions on the web encompass higher uncertainty comparing to offline transactions. In order to test our hypotheses, we have conducted an online survey which results in 1,141 valid responses in the final sample. The data were collected from respondents who have experiences in Internet ticketing systems. Although it was a convenient sample, the sample represents a wide variety of user demographics. Validity and reliability of the research instrument were tested and research hypotheses were examined using PLS Graph 3.0. The results indicate that web site characteristics significantly influence the level of user concentration, user's enjoyment in shopping, and perceived behavioral control. Further, the use of Internet ticketing systems is influenced by users' flow states and trust in the web channel. User satisfaction is turned out to be affected by the use of Internet ticketing systems. Unlike extant research on the relationship between web site characteristics and its use, our study has found that, in the culture and entertainment industry, the impact of web site characteristics on IS use is mediated by a user's flow state. This finding has a practical implication that web site design should include as many features that enhance shopping enjoyment and concentration. Other practical implications of these findings and future research implications are also discussed.

The Expectation Confirmation Model (ECM) of information systems investigates the continued information systems usage behavior. This paper expands the original post-adoption beliefs and searches the applications in the emerging hedonic information systems. Previous IS researches focused on the organizational environments. However as the information technology (especially internet) evolves, information systems have not only emerged for the organizations but also for the individual users, such as internet portals, internet communities, on-line games etc. These information systems so called Hedonic Information Systems aims to provide self-fulfilling value rather than instrumental value to the users. Researches in other disciplines, including marketing and consumer behavior research, illustrate that the hedonic and utilitarian perspective of goods and services have different influence on the consumer behavior. Goods and services used to be classified into either hedonic or utilitarian aspect but now they may belong to both aspects simultaneously. Moreover consumer's goals or tasks have both hedonic utilitarian aspects. When a consumer makes a decision to purchase or repurchase goods or services, he/she compares the hedonic and utilitarian perspectives of goods to find most suitable ones to satisfy their goals/tasks. Finally, consumer's behavior is determined by the trade-off between what the goods can provide to the consumers and in what extent the goods fulfill consumer's purchase behavior. Consumer also shows that the salience of hedonic perspective is relatively greater when consumer decides which of several items to give up (forfeiture choices) than the time when they decide which item to acquire (acquisition choices). Some researches in MIS discipline have found out that the information systems also have both hedonic and utilitarian perspectives. The decision process of whether to use information systems or not is similar to that of a consumer's decision of purchasing or repurchasing goods or services. However most of researches in MIS tend to focus on the extrinsic motivation variables which only cover the utilitarian perspective of information systems. It is only recent that researches start to investigate the intrinsic motivation variable - Perceived Enjoyment - for the hedonic perspective. Considering the consumer's purchasing decision process, users of information systems evaluate the systems through balancing between intrinsic (hedonic) and extrinsic (utilitarian) variables according to their main tasks or tendencies. This paper proposes a model that is based on the ECM of IS Continuance model modified from Expectation Confirmation Model to fit into the continued usage of information system. It first started from the decision process regarding hedonic and utilitarian perspectives in the consumer behavior literatures. The model deals with continued usage of information systems beyond the mere technology adoption as in most of the previous MIS researches. This research is particularly important to the hedonic information systems, because their business model depends on the frequent usages rather simple adoption at the beginning. Because the basic model only considered the extrinsic motivations (perceived usefulness) to explain the users' behavior and as the information systems can have both hedonic and utilitarian dimensions, it should consider both perspectives. Therefore, this newly proposed model considers intrinsic variable (perceived enjoyment) as well. Since the individual user can have a preference on either aspects that is between the hedonic and utilitarian perspective depending on his/her main tasks or goals, some variables (Hedonic Orientation and Utilitarian Orientation) meaning the extents of users' pursuing from the information system were additionally studied.

Increasingly the information technology (IT) outsourcing phenomenon has been a subject of much academic research. Scholars have argued that knowledge complementarities playa crucial role in forming successful IT outsourcing relationships. However, notwithstanding the fast growth of IT outsourcing, prior studies on IT outsourcing have not included knowledge complementarities in their research design as a determining factor for IT outsourcing effectiveness. Further, the understanding of knowledge complementarities itself remains ambiguous. In this study, the concept of knowledge complementarities is explored in the IT outsourcing context at the firm level. Specifically, it addresses the following questions: what is knowledge complementarities? How does it affect IT outsourcing effectiveness? Is the relationship between knowledge complementarities and IT outsourcing effectiveness influenced by organizational trust between the client and the vendor? Grounded in the relevant theories to knowledge management and IT outsourcing, we develop a research model in which both the main effects of knowledge complementarities and organizational trust and the moderating effect of organizational trust on the relationships between knowledge complementarities and IT outsourcing effectiveness are tested. Within this research model, we develop a second order construct of knowledge complementarities, consisting of complementary business knowledge and complementary IT knowledge as the first order constructs. We have used data from a field study of 103 firms in Korea to test the proposed model. Controlling the effects of conflict resolution efforts, our empirical analysis found significant main effects of knowledge complementarities and organizational trust on IT outsourcing effectiveness. The results suggest that knowledge complementarities between the client and vendor positively contribute to IT outsourcing effectiveness. Specifically, the client needs to have enough IT knowledge to assess the quality of IT outsourcing services provided by the vendor. Meanwhile, the vendor should understand the client's business well enough to provide IT services, Contrary to our expectations, the moderating effect of trust on the relationship between knowledge complementarities and IT outsourcing effectiveness was not supported in this study. The results also show that organizational trust between client and vendor significantly influences IT outsourcing effectiveness. As for contributions of this study, we have not only clarified the concept of knowledge complementarities, but also developed an instrument to measure the concept and empirically validated it. Further, we have tested the idea that knowledge complementarities and trust directly influence IT outsourcing effectiveness and trust moderates the relationship between knowledge complementarities and IT outsourcing effectiveness. Out results prescribe the knowledge complementarities of client and vendor as a useful path to IT outsourcing effectiveness. These findings have important theoretical and practical implications, which are discussed in the paper.

The main purpose of this study is to define antecedents that influence e-SCM synchronization and to investigate how it affects e-SCM performance. We, therefore, investigate (1) the impact of firms' internal IT planning capabilities on e-SCM synchronization and on SCM process management capability, (2) the impact of firms' internal IT infrastructure on e-SCM synchronization and on SCM process management capability, (3) the impact of firms' internal SCM process management capabilities on e-SCM synchronization, and finally (4) the impact of e-SCM synchronization on SCM performance. A survey has been administrated to the firms' SCM and marketing staffs and 171 returns analyzed. The results show that (1) IT plan has not direct impacts on e-SCM synchronization, but has direct impacts on organizational support, purchasing, and operations processes except logistics process. IT plan, however, has indirect impacts on e-SCM synchronization through purchasing and operations of SCM process management capability. (2) IT infrastructure has both direct and indirect effects on e-SCM synchronization, and also has direct impacts on organizational support, purchasing, and operations processes except logistics process. (3) SCM process management capabilities have direct impacts on e-SCM synchronization. Among these SCM core processes purchasing positively influences operations, which in turn positively influences logistics process management capability. (4) e-SCM synchronization has positive impacts on SCM performance indicator (SCOR), such as delivery reliability, responsiveness & flexibility, and cost. These results indicate that e-SCM synchronization can be critical to achieve better internal performance like cost and external performance like delivery reliability, responsiveness & flexibility of firms' SCM. In sum, this study demonstrates that the intervening role of e-SCM synchronization between e-SCM performance and IT management capability and between e-SCM performance and SCM core process management capability has been significant in achieving better e-SCM performance. Therefore, it can be suggested that e-SCM performance should be accomplished in consequence of the acceleration of e-SCM synchronization through the enhancement of preceding factors for the e-SCM synchronization.

Recently, there is a substantial interest in implementing Business Process Management System(BPMS) among enterprises with the purpose of business process innovation. BPMS redesigns and coordinates business processes in terms of both automated steps and human involvement in order to maximize the value of both involved people and systems. The reason why BPMS is getting attention from top managers is that it has the possibility to optimize the business processes by cycling the process of modeling, execution, monitoring, evaluation, and redesigning work processes. Thus, it has created high expectations about not only productivity improvement but also business process innovation. However. having an innovative nature, which is used for process innovation, BPMS implementation has great potential to stir up employee resistance. The analysis and the discussion about the prevention of the resistance against IS(Information Systems) is important because IS change the way people work and also alter the power structure within the organization, in general. The purpose of this study is to investigate factors that have an impact on the effective adoption of BPMS at the enterprise level. To find out these factors, this study considers two characteristics of BPMS: First. BPMS shares some characteristics with other enterprise-wide IS such as ERP. Second, it has special BPMS-specific characteristics. Due to the lack of previous research on BPMS adoption, interviews were carried out with IT-consultants and CIOs who conducted BPMS projects previously to find out BPMS-specific features that would make BPMS unique when compared to other enterprise-wide IS. As a result, the monitoring function was chosen as the main BPMS-specific factor. Thus, this paper reviewed studies both on enterprise-wide IS adoptions, which applied Technology Acceptance Model (TAM) and secondly on computer based monitoring to find out factors that would influence the employees' perception on the monitoring function of BPMS. Based on the literature review, the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses, out factors that would impact the employees' perception on the monitoring function of BPMS. Based on the literature review the study suggested three factors that would have an impact on the employee's perception of the monitoring function: fairness of enterprise evaluation system, fairness of the boss, and self-efficacy of their work. Three factors that would impact the enterprise-wide IS adoption were also set: the shared belief in the benefit of BPMS, training, and communication. Then, these factors were integrated with TAM. Structural equation modeling was used to test hypotheses. The data analysis results showed that two among three monitoring function related factors - enterprise evaluation system and fairness of the boss - were significant. This implies that employees would worry less about the BPMS implementation as long as they perceive the monitoring results will be used fairly for their performance evaluation. However, employees' high self-efficacy on their job was not a significant factor in their perception of the usefulness of BPMS. This is related to cases that showed employees resisted against the information systems because they automated their works (Markus, 1983). One specific case was an electronic company, where the accounting department workers were requested to redefine their job because their working processes were automated due to BPMS implementation.

Recently, the role of IT service providers has been enlarged from managing a single function or system to reconstructing entire information management processes in new ways to contribute to shareholder value across the enterprise. This movement toward extensive and complex outsourcing agreements has been driven by the assumption that outsourcing information technology functions is a reliable approach to maximizing resource productivity. Hiring external IT service providers to manage part or all of its information-related services helps a firm focus on its core business and provides better services to its clients, thus obtaining sustainable competitive advantage. This practice of focusing on the strategic aspect of outsourcing is referred to as strategic sourcing where the focus is capability sourcing, not procurement. Given the importance of the strategic outsourcing, however, to our knowledge, there is little empirical research on the relationship between the strategic outsourcing orientation and outsourcing performance. Moreover, there is little research on the factor that makes the strategic outsourcing effective. This study is designed to investigate the relationship between strategic IT outsourcing orientation and IT outsourcing performance and the process through which strategic IT outsourcing orientation influences outsourcing performance, Based on the framework of strategic orientation-performance and core competence based management, this study first identifies core competency orientation as a proper strategic orientation pertinent to IT outsourcing and IT outsourcing process management capability as the mediator to affect IT outsourcing performance. The proposed research model is then tested with a sample of 200 firms. The findings of this study may contribute to the literature in two ways. First, it draws on the strategic orientation - performance framework in developing its research model so that it can provide a new perspective to the well studied phenomena. This perspective allows practitioners and researchers to look at outsourcing from an angle that emphasizes the strategic decision making to outsource its IT functions. Second, by separating the concept of strategic orientation and outsourcing process management capability, this study provides practices with insight into how the strategic orientation can work effectively to achieve an expected result. In addition, the current study provides a basis for future studies that examine the factors affecting IT outsourcing performance with more controllable factors such as IT outsourcing process management capability rather than external hard-to-control factors including trust and relationship management. This study investigates the major factors that determine IT outsourcing success. Based on strategic orientation and core competency theories, we develop the proposed research model to investigate the relationship between core competency orientation and IT outsourcing performance and the mediating role of IT outsourcing process management capability on IT outsourcing performance. The model consists of two independent variables (core-competency-orientation and IT outsourcing process management capability), and two dependent variables (outsourced task complexity and IT outsourcing performance). Comprehensive data collection was conducted through an outsourcing association. The survey data were analyzed using a structural analysis method. IT outsourcing process management capability was found to mediate the effect of core competency orientation on both outsourced task complexity and IT outsourcing performance. Further analysis and findings are discussed.