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the leader firm maintains its leading edge. Their results also underscore the importance of
competition in determining the firm-level process development and management practices.
For the one article in the field of IM (information management), it reviews the IS
adoption and implementation literature for the period of 2000–2015, based on the top six
Taiwanese journals on the information system, management and e-commerce topics. In total,
82 articles were analyzed in terms of theories, research methods, unit of analysis, and
research topics. Authors found that Technology Acceptance Model has been the mainstream
theory during the past 15 years in the Taiwanese IS journal. The individual level research,
which used the survey method, appeared the most. They argued that in terms of the theories,
methods, and units of analysis, the IS adoption and implementation literature in Taiwan are
considerably affected, with a narrowed scope induced by TAM, lacking of diversity and
contextual concern. They further compare their finding with the trend of international IS
scholarship, and offer implications for future research directions on IS adoption and
implementation, scholars to publish multiple, complementary levels of analysis across
individual, organizations, and industries. Macro level study considering the variety of IT
innovations and the intersection among different levels of IS adoption, implementation and
user is also important.
For the two articles in the field of TIM (technology and innovation management), one
examines the impact of managerial ties on the performance difference among entrants in an
emerging industry. Empirical findings from firms that entered the cellular phone service
industry between 1983 and 1998 suggest the following. Firstly, they find that a manager’s tie
to an intra-industry association positively moderated the relationship between manager’s
intra-industry experience and an entrant’s new subscribers at the early stage of the focal
industry; however, this effect decreases as the industry ages. Secondly, this study reveals that
a manager’s tie to intra-industry competitors positively moderated the relationship between
manager’s intra-industry experience and an entrant’s new subscribers regardless of industry
age. Finally, they observe that a manager’s external tie to other firms outside the industry
exhibited no moderating impact.
The other article mainly adopted a real option perspective in viewing exploration as
creating real options and exploitation as executing those options. They argue that in the face
of uncertainty, holding real options can bring firms future opportunities but may not lead to
superior performance. Firm performance can be enhanced only if firms execute these real
options. By using 25 years of data on semiconductor firms in the United States, this study