Pub Date : 2026-04-01Epub Date: 2026-01-02DOI: 10.1016/j.ijinfomgt.2025.103027
Zhenghao Michael Xia , Yangsong Hu , Xiaodong Marcus Li , Kang Xie , Jinghua Xiao
{"title":"Corrigendum to “Reflecting the impact of customer participation in digital era: The role of data analytics capability and organization coupling” [International Journal of Information Management 87 (2026) 103022]","authors":"Zhenghao Michael Xia , Yangsong Hu , Xiaodong Marcus Li , Kang Xie , Jinghua Xiao","doi":"10.1016/j.ijinfomgt.2025.103027","DOIUrl":"10.1016/j.ijinfomgt.2025.103027","url":null,"abstract":"","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103027"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146022585","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-12-17DOI: 10.1016/j.ijinfomgt.2025.103021
Rens Scheepers , Lars Mathiassen , Atif Ahmad , Rachelle Bosua , Richard Baskerville
As a result of the ongoing digitalization of business, Intellectual Property (IP) increasingly manifests in digital forms and as digital footprints, causing escalating exposure to IP leakage. This calls for a paradigm shift from a relatively static view of IP management focused on protection against and recovering from IP leakage to an emerging view focused on dynamically adapting approaches to IP management. Accordingly, we present a model of IP leakage management for the digital era that includes technological innovations to monitor digital forms and footprints of IP, proactive and reactive measures to mitigate escalating IP leakage risks, and adaptive strategizing in response to constantly changing internal and external business landscapes. Ultimately, such adaptive strategizing may include disclosing IP for the benefit of open innovation with external partners. The model offers a generative platform IS researchers can use to engage in interdisciplinary discourse on IP management as an important practical and theoretical concern in the digital era.
{"title":"Managing Intellectual Property leakage in the digital era: An integrated process model","authors":"Rens Scheepers , Lars Mathiassen , Atif Ahmad , Rachelle Bosua , Richard Baskerville","doi":"10.1016/j.ijinfomgt.2025.103021","DOIUrl":"10.1016/j.ijinfomgt.2025.103021","url":null,"abstract":"<div><div>As a result of the ongoing digitalization of business, Intellectual Property (IP) increasingly manifests in digital forms and as digital footprints, causing escalating exposure to IP leakage. This calls for a paradigm shift from a relatively static view of IP management focused on protection against and recovering from IP leakage to an emerging view focused on dynamically adapting approaches to IP management. Accordingly, we present a model of IP leakage management for the digital era that includes technological innovations to monitor digital forms and footprints of IP, proactive and reactive measures to mitigate escalating IP leakage risks, and adaptive strategizing in response to constantly changing internal and external business landscapes. Ultimately, such adaptive strategizing may include disclosing IP for the benefit of open innovation with external partners. The model offers a generative platform IS researchers can use to engage in interdisciplinary discourse on IP management as an important practical and theoretical concern in the digital era.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103021"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145789958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-11-29DOI: 10.1016/j.ijinfomgt.2025.103008
Jiaxuan Li , Feng Ding , Zhongyuan Yuan , Yang Yi , Ruohan Li , Qinjian Yuan
Live streaming e-commerce platforms (LSEPs) have emerged as a mainstream sales channel, offering consumer’s real-time interaction and immersive shopping experiences. While consumer behaviour and decision-making on LSEPs have been extensively studied, little is known about the motivations behind merchants’ participation in LSEPs. As core participants in LSEPs, understanding merchants’ participation motivations is crucial for the sustainable development of the platform. To address this research gap, this study constructs a dual-layer model explaining merchant participation in LSEPs based on the Technology-Organization-Environment (TOE) framework and the Perceived Value Theory (PVT). A mixed-methods research approach was employed, involving semi-structured interviews with 30 merchants with LSEPs experience in China, identifying 12 driving factors. Based on these factors, the study utilized structural equation modeling to analyse 405 cross-sectional data points, examining the complex relationships among the factors and their impact on merchant participation intentions. The findings reveal that external factors such as market conditions, policy support, platform service quality, and peer influence significantly influence merchants’ perceived value and risk of joining LSEPs, thereby affecting their participation intentions. Based on these findings, this study deepens the theoretical understanding of merchants’ entry into LSEPs and provides actionable insights for LSEPs’ managers aiming to enhance merchant participation and platform sustainability.
{"title":"To stream or not: A mixed-methods study of merchants’ willingness to join live-streaming E-commerce platforms","authors":"Jiaxuan Li , Feng Ding , Zhongyuan Yuan , Yang Yi , Ruohan Li , Qinjian Yuan","doi":"10.1016/j.ijinfomgt.2025.103008","DOIUrl":"10.1016/j.ijinfomgt.2025.103008","url":null,"abstract":"<div><div>Live streaming e-commerce platforms (LSEPs) have emerged as a mainstream sales channel, offering consumer’s real-time interaction and immersive shopping experiences. While consumer behaviour and decision-making on LSEPs have been extensively studied, little is known about the motivations behind merchants’ participation in LSEPs. As core participants in LSEPs, understanding merchants’ participation motivations is crucial for the sustainable development of the platform. To address this research gap, this study constructs a dual-layer model explaining merchant participation in LSEPs based on the Technology-Organization-Environment (TOE) framework and the Perceived Value Theory (PVT). A mixed-methods research approach was employed, involving semi-structured interviews with 30 merchants with LSEPs experience in China, identifying 12 driving factors. Based on these factors, the study utilized structural equation modeling to analyse 405 cross-sectional data points, examining the complex relationships among the factors and their impact on merchant participation intentions. The findings reveal that external factors such as market conditions, policy support, platform service quality, and peer influence significantly influence merchants’ perceived value and risk of joining LSEPs, thereby affecting their participation intentions. Based on these findings, this study deepens the theoretical understanding of merchants’ entry into LSEPs and provides actionable insights for LSEPs’ managers aiming to enhance merchant participation and platform sustainability.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103008"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145616134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-12-20DOI: 10.1016/j.ijinfomgt.2025.102999
Ersin Dincelli
Workforce training is a cornerstone of organizational success, as the value of intellectual capital increasingly rivals that of physical and financial assets in today’s knowledge-driven economy. The emergence of consumer-grade head-mounted display (HMD)-based virtual reality (VR) technology offers organizations innovative opportunities to meet evolving workforce training needs. This study employs a multi-method investigation to systematically examine HMD-based VR training and education, with a focus on presence as a core experiential quality of VR technology and an important determinant of learning effectiveness. First, we synthesize the literature on HMD-based VR in training and education through the Community of Inquiry (CoI) framework’s four interdependent components: cognitive, teaching, social, and emotional presence. The findings highlight the dynamic interplay among different dimensions of presence and their collective impact on learning outcomes, providing an integrated framework to inform the design of HMD-based VR training and education programs. To validate the real-world relevance of the CoI components and inform design practices, we conduct semi-structured interviews with a diverse group of stakeholders, including executives and managers from select Fortune 500 companies that have integrated HMDs into their workflows, professionals from companies specializing in VR training, pedagogical experts, VR application developers, and content creators. We identify 80 key design factors linked to different dimensions of presence. By bridging theory with practical insights, this study underscores the central role of presence in shaping immersive learning experiences and provides a foundation for designing impactful HMD-based VR training and education programs.
{"title":"Presence by design: A multi-method examination of design considerations for immersive virtual reality in corporate training","authors":"Ersin Dincelli","doi":"10.1016/j.ijinfomgt.2025.102999","DOIUrl":"10.1016/j.ijinfomgt.2025.102999","url":null,"abstract":"<div><div>Workforce training is a cornerstone of organizational success, as the value of intellectual capital increasingly rivals that of physical and financial assets in today’s knowledge-driven economy. The emergence of consumer-grade head-mounted display (HMD)-based virtual reality (VR) technology offers organizations innovative opportunities to meet evolving workforce training needs. This study employs a multi-method investigation to systematically examine HMD-based VR training and education, with a focus on presence as a core experiential quality of VR technology and an important determinant of learning effectiveness. First, we synthesize the literature on HMD-based VR in training and education through the Community of Inquiry (CoI) framework’s four interdependent components: cognitive, teaching, social, and emotional presence. The findings highlight the dynamic interplay among different dimensions of presence and their collective impact on learning outcomes, providing an integrated framework to inform the design of HMD-based VR training and education programs. To validate the real-world relevance of the CoI components and inform design practices, we conduct semi-structured interviews with a diverse group of stakeholders, including executives and managers from select Fortune 500 companies that have integrated HMDs into their workflows, professionals from companies specializing in VR training, pedagogical experts, VR application developers, and content creators. We identify 80 key design factors linked to different dimensions of presence. By bridging theory with practical insights, this study underscores the central role of presence in shaping immersive learning experiences and provides a foundation for designing impactful HMD-based VR training and education programs.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 102999"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145789834","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-12-01DOI: 10.1016/j.ijinfomgt.2025.103009
Xiaoqing Wang , Wanle Zhong , Keman Huang , Bin Liang
The rapid development of generative artificial intelligence (aka, LLMs) provides high potential to transform organizational operations, yet a pronounced high interest but low adoption gap persists. Hence, moving beyond individual-level studies to examine organization-wide implementation, we draw on Rogers’ innovation decision process and Engeström’s activity theory, and conduct in-depth interviews with 27 front-line experts, including LLM providers, adopters, and advisors. Our analysis uncovers ten key contradictions and corresponding practice-driven solutions that emerge across five implementation stages (agenda-setting, matching, redefining and restructuring, clarifying, and routinizing). These insights illuminate not only the multi-stage, socio-technical complexity of LLM deployment but also shifting priorities among activity subsystems and the collaborative mechanisms essential for success. Building on these findings, we offer actionable recommendations for practitioners: a tiered rollout strategy; the technical capability building including decision-support and trial platforms, agile modular architectures and multi-layer update pipelines; as well as an accountable governance framework that integrates internal controls with external accountability. By synthesizing theoretical and practical perspectives, our study intends to guide researchers and business leaders navigate the challenges of organizational LLM implementation and realize their transformative potential at scale.
{"title":"High interest but low adoption: Navigating organizations’ journey towards generative artificial intelligence implementation","authors":"Xiaoqing Wang , Wanle Zhong , Keman Huang , Bin Liang","doi":"10.1016/j.ijinfomgt.2025.103009","DOIUrl":"10.1016/j.ijinfomgt.2025.103009","url":null,"abstract":"<div><div>The rapid development of generative artificial intelligence (aka, LLMs) provides high potential to transform organizational operations, yet a pronounced <em>high interest but low adoption</em> gap persists. Hence, moving beyond individual-level studies to examine organization-wide implementation, we draw on Rogers’ innovation decision process and Engeström’s activity theory, and conduct in-depth interviews with 27 front-line experts, including LLM providers, adopters, and advisors. Our analysis uncovers ten key contradictions and corresponding practice-driven solutions that emerge across five implementation stages (agenda-setting, matching, redefining and restructuring, clarifying, and routinizing). These insights illuminate not only the multi-stage, socio-technical complexity of LLM deployment but also shifting priorities among activity subsystems and the collaborative mechanisms essential for success. Building on these findings, we offer actionable recommendations for practitioners: a tiered rollout strategy; the technical capability building including decision-support and trial platforms, agile modular architectures and multi-layer update pipelines; as well as an accountable governance framework that integrates internal controls with external accountability. By synthesizing theoretical and practical perspectives, our study intends to guide researchers and business leaders navigate the challenges of organizational LLM implementation and realize their transformative potential at scale.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103009"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145684384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-12-01DOI: 10.1016/j.ijinfomgt.2025.103005
Hao Xiong , Chen Zhang , Yong Lin , Huili Yan , Yumiao Xu
To examine the optimal live-streaming model for manufacturers and its influencing factors under artificial intelligence (AI) conditions, this study introduces two variables: the intelligence level of AI streamers and livestream duration sensitivity. Two models are constructed, solved using optimization theory, and evaluated through comparative and sensitivity analyses. The findings are as follows: (1) Compared with Key Opinion Leader (KOL) live streaming, AI live streaming does not always lead to higher profits for manufacturers. AI streamers with greater endurance and intelligence are preferred only under specific conditions. (2) Manufacturers will opt for AI live streaming under four scenarios: high livestream duration sensitivity, moderate livestream duration sensitivity with high-intelligence AI streamers, high commission rates with low livestream duration sensitivity, high commission rates combined with moderate livestream duration sensitivity and low-intelligence AI streamers. (3) Although AI live streaming can effectively lower live streaming costs, manufacturers do not necessarily implement price reduction strategies accordingly. Only when both livestream duration sensitivity and the intelligence level of AI streamers are low do manufacturers potentially reduce prices to compensate for any negative experiences resulting from suboptimal live-streaming effects. Additionally, the study further explores four different scenarios, including KOLs' fixed fees, AI streamers with higher intelligence than KOLs, one-time investment costs for AI live-streaming, and AI streamers without popularity, thereby validating the robustness of the constructed model.
{"title":"Can AI streamers' perseverance and exceptional intelligence overcome KOLs' viewership moat?","authors":"Hao Xiong , Chen Zhang , Yong Lin , Huili Yan , Yumiao Xu","doi":"10.1016/j.ijinfomgt.2025.103005","DOIUrl":"10.1016/j.ijinfomgt.2025.103005","url":null,"abstract":"<div><div>To examine the optimal live-streaming model for manufacturers and its influencing factors under artificial intelligence (AI) conditions, this study introduces two variables: the intelligence level of AI streamers and livestream duration sensitivity. Two models are constructed, solved using optimization theory, and evaluated through comparative and sensitivity analyses. The findings are as follows: (1) Compared with Key Opinion Leader (KOL) live streaming, AI live streaming does not always lead to higher profits for manufacturers. AI streamers with greater endurance and intelligence are preferred only under specific conditions. (2) Manufacturers will opt for AI live streaming under four scenarios: high livestream duration sensitivity, moderate livestream duration sensitivity with high-intelligence AI streamers, high commission rates with low livestream duration sensitivity, high commission rates combined with moderate livestream duration sensitivity and low-intelligence AI streamers. (3) Although AI live streaming can effectively lower live streaming costs, manufacturers do not necessarily implement price reduction strategies accordingly. Only when both livestream duration sensitivity and the intelligence level of AI streamers are low do manufacturers potentially reduce prices to compensate for any negative experiences resulting from suboptimal live-streaming effects. Additionally, the study further explores four different scenarios, including KOLs' fixed fees, AI streamers with higher intelligence than KOLs, one-time investment costs for AI live-streaming, and AI streamers without popularity, thereby validating the robustness of the constructed model.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103005"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145684383","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2026-01-07DOI: 10.1016/j.ijinfomgt.2026.103029
Dov Te’eni , Myriam Raymond , Frantz Rowe , Etienne Thénoz , Philippe Trimborn
Generative AI (GenAI) holds potential for organizations, offering transformative opportunities while simultaneously raising concerns about its associated risks. Like many emerging technologies, GenAI presents organizations with a significant challenge: navigating uncertainty before making large-scale decisions about which systems to adopt and how to implement and leverage them. Managers cannot rely solely on general knowledge of GenAI; they require insights tailored to their specific organizational context. Drawing on an 18-month study of sandbox experiments conducted within a large international service organization, this paper presents CORE-sandbox experiments as a structured framework for systematically learning about the critical dimensions of uncertainty surrounding GenAI. The framework organizes learning into four key domains: Capabilities, Opportunities, Risks, and Ecosystem. The paper also advances the discourse on organizational learning and dynamic capabilities by demonstrating how in-situ and ex-situ learning cycles reinforce one another and how second and third-order organizational learning emerge under conditions of high uncertainty before GenAI rollout decisions are made.
{"title":"Organizational learning for exploring Generative AI: CORE-sandbox experiments","authors":"Dov Te’eni , Myriam Raymond , Frantz Rowe , Etienne Thénoz , Philippe Trimborn","doi":"10.1016/j.ijinfomgt.2026.103029","DOIUrl":"10.1016/j.ijinfomgt.2026.103029","url":null,"abstract":"<div><div>Generative AI (GenAI) holds potential for organizations, offering transformative opportunities while simultaneously raising concerns about its associated risks. Like many emerging technologies, GenAI presents organizations with a significant challenge: navigating uncertainty before making large-scale decisions about which systems to adopt and how to implement and leverage them. Managers cannot rely solely on general knowledge of GenAI; they require insights tailored to their specific organizational context. Drawing on an 18-month study of sandbox experiments conducted within a large international service organization, this paper presents CORE-sandbox experiments as a structured framework for systematically learning about the critical dimensions of uncertainty surrounding GenAI. The framework organizes learning into four key domains: Capabilities, Opportunities, Risks, and Ecosystem. The paper also advances the discourse on organizational learning and dynamic capabilities by demonstrating how in-situ and ex-situ learning cycles reinforce one another and how second and third-order organizational learning emerge under conditions of high uncertainty before GenAI rollout decisions are made.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103029"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145925012","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-12-03DOI: 10.1016/j.ijinfomgt.2025.103011
Juan Yu , Weihong Xie , Diwen Zheng , Liang Guo
In the era of Industry 4.0, smart manufacturing leverages artificial intelligence (AI) to enhance operational efficiency, yet heightened data security risks underscore the critical role of employee data security awareness (DSA). This study pioneers a Cellular Automata (CA) model, grounded in Social Cognitive Theory (SCT), to investigate the emergent dynamics of employee AI DSA in smart manufacturing enterprises. By integrating local security climates and dynamic threshold mechanisms, the model simulates collective awareness evolution under three scenarios: no intervention, mild publicity, and mandatory training, using an initial distribution of 30% low, 40% intermediate, and 30% high-awareness employees. Findings reveal that without intervention, awareness fluctuates unstably, with low-awareness employees rising to 50% and high-awareness declining to 20%, driven by intermediate-state volatility. Mild publicity boosts high-awareness to 45% and reduces low-awareness to 25% (13.3% overall increase), while mandatory training elevates high-awareness to nearly 80% and suppresses low-awareness below 5% (37.8% overall increase). Sensitivity analysis validates model robustness, highlighting intermediate-state employees as pivotal drivers of awareness dynamics. This study advances SCT by quantifying triadic interactions in AI-driven contexts and offers actionable insights for optimizing data security through targeted interventions, demonstrating that hybrid strategies combining publicity and training yield superior outcomes.
{"title":"Unveiling AI data security: How employee awareness evolves in smart manufacturing","authors":"Juan Yu , Weihong Xie , Diwen Zheng , Liang Guo","doi":"10.1016/j.ijinfomgt.2025.103011","DOIUrl":"10.1016/j.ijinfomgt.2025.103011","url":null,"abstract":"<div><div>In the era of Industry 4.0, smart manufacturing leverages artificial intelligence (AI) to enhance operational efficiency, yet heightened data security risks underscore the critical role of employee data security awareness (DSA). This study pioneers a Cellular Automata (CA) model, grounded in Social Cognitive Theory (SCT), to investigate the emergent dynamics of employee AI DSA in smart manufacturing enterprises. By integrating local security climates and dynamic threshold mechanisms, the model simulates collective awareness evolution under three scenarios: no intervention, mild publicity, and mandatory training, using an initial distribution of 30% low, 40% intermediate, and 30% high-awareness employees. Findings reveal that without intervention, awareness fluctuates unstably, with low-awareness employees rising to 50% and high-awareness declining to 20%, driven by intermediate-state volatility. Mild publicity boosts high-awareness to 45% and reduces low-awareness to 25% (13.3% overall increase), while mandatory training elevates high-awareness to nearly 80% and suppresses low-awareness below 5% (37.8% overall increase). Sensitivity analysis validates model robustness, highlighting intermediate-state employees as pivotal drivers of awareness dynamics. This study advances SCT by quantifying triadic interactions in AI-driven contexts and offers actionable insights for optimizing data security through targeted interventions, demonstrating that hybrid strategies combining publicity and training yield superior outcomes.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103011"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145684385","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-04-01Epub Date: 2025-11-28DOI: 10.1016/j.ijinfomgt.2025.103006
Zhengfu Wang, Weiwei Wu
This paper examines the impact of public data openness on firm narrative R&D disclosure by leveraging the launch of public data platforms as a policy shift. Using a Difference-in-Differences (DID) approach, our findings reveal that firms significantly reduce their narrative R&D disclosures following the implementation of public data openness. This effect is stronger for firms with higher R&D intensity and those operating in more competitive industries. Our study contributes to the literature on R&D information flows by highlighting the unintended consequences of public data openness. We also discuss practical recommendations to mitigate the potential negative effects on the R&D information dissemination.
{"title":"The impact of public data openness on firm narrative R&D disclosure","authors":"Zhengfu Wang, Weiwei Wu","doi":"10.1016/j.ijinfomgt.2025.103006","DOIUrl":"10.1016/j.ijinfomgt.2025.103006","url":null,"abstract":"<div><div>This paper examines the impact of public data openness on firm narrative R&D disclosure by leveraging the launch of public data platforms as a policy shift. Using a Difference-in-Differences (DID) approach, our findings reveal that firms significantly reduce their narrative R&D disclosures following the implementation of public data openness. This effect is stronger for firms with higher R&D intensity and those operating in more competitive industries. Our study contributes to the literature on R&D information flows by highlighting the unintended consequences of public data openness. We also discuss practical recommendations to mitigate the potential negative effects on the R&D information dissemination.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"87 ","pages":"Article 103006"},"PeriodicalIF":27.0,"publicationDate":"2026-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145616133","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-02-01Epub Date: 2025-10-27DOI: 10.1016/j.ijinfomgt.2025.102988
Xianhao Xu , Fan Wu , Chung-Yean Chiang , Xingwei Lu
This study investigates the influence of firms’ structural embeddedness (accessibility and interconnectedness) within supply chain network (SCN) on firm resilience. Additionally, it examines how three artificial intelligence (AI) capabilities (data analytics, interaction, and application) moderate this relationship. The research develops a conceptual model anchored in Network Embeddedness Theory (NET). We analyze panel data from Chinese listed firms collected from the China Stock Market & Accounting Research (CSMAR) Database and corporate annual reports to empirically tested conceptual model. Our analysis reveals that structural embeddedness significantly influences firm resilience. Specifically, AI data analytics capability moderates the relationship between accessibility and resilience, while AI application capability moderates the relationships between both accessibility and interconnectedness with resilience. However, AI interaction capability demonstrates no significant moderating effect. This study extends resilience analysis to the network level. By disaggregating AI capabilities into three dimensions and examining their heterogeneity effect, we offer nuanced insights into how firms can strategically leverage their network positions and technological capacities to enhance resilience within increasingly complex and uncertain supply chain environments.
{"title":"Fortifying firm resilience: The interplay of network embeddedness and AI capabilities","authors":"Xianhao Xu , Fan Wu , Chung-Yean Chiang , Xingwei Lu","doi":"10.1016/j.ijinfomgt.2025.102988","DOIUrl":"10.1016/j.ijinfomgt.2025.102988","url":null,"abstract":"<div><div>This study investigates the influence of firms’ structural embeddedness (accessibility and interconnectedness) within supply chain network (SCN) on firm resilience. Additionally, it examines how three artificial intelligence (AI) capabilities (data analytics, interaction, and application) moderate this relationship. The research develops a conceptual model anchored in Network Embeddedness Theory (NET). We analyze panel data from Chinese listed firms collected from the China Stock Market & Accounting Research (CSMAR) Database and corporate annual reports to empirically tested conceptual model. Our analysis reveals that structural embeddedness significantly influences firm resilience. Specifically, AI data analytics capability moderates the relationship between accessibility and resilience, while AI application capability moderates the relationships between both accessibility and interconnectedness with resilience. However, AI interaction capability demonstrates no significant moderating effect. This study extends resilience analysis to the network level. By disaggregating AI capabilities into three dimensions and examining their heterogeneity effect, we offer nuanced insights into how firms can strategically leverage their network positions and technological capacities to enhance resilience within increasingly complex and uncertain supply chain environments.</div></div>","PeriodicalId":48422,"journal":{"name":"International Journal of Information Management","volume":"86 ","pages":"Article 102988"},"PeriodicalIF":27.0,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145424851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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