团队

海底电缆承载著全球约99%的洲际资料流程量，对推动数字经济发展非常重要。中国政府在“十四五”规划中明确提出要加快建设数字基础设施，推动“数字丝绸之路”深入发展。

当代资讯科技(IT) 项目团队要求成员提供新颖想法并加以落实，以应对不断变化的资讯科技和业务需求。另外，新冠疫情限制商务出行，更多的公司必须允许有多学科背景的、分布在多个地点的IT人才组成项目团队来开发新的IT解决方案。在这个团队，个体成员需要在创意构思(IG) 阶段利用与他人不同的专业知识提出新颖的想法，然后在创意实施(II) 阶段加以落实，这称为IGII过程。尽管已有很多研究解释个人创造力，但现存文献甚少提供理论支撑以阐释如何应对职能专长差异性和地理位置分散度所带来的双刃效应——它们是多学科、跨地域IT项目团队的两个基本特质，并与个人创造力和后续绩效息息相关。我们借鉴IGII 框架，提出以交互记忆系统(TMS) 作为合理的团队级解决方案以应对这挑战。经由对35个IT项目团队的141名成员及其主管集成的跨层次数据集进行分析，我们发现在跨学科、跨地域分布的IT 项目团队中，项目团队级的TMS 和地理位置分散度会以交互方式调节团队成员个人的IGII 过程，但在II 和IG两个阶段呈现出有趣的迥异性。

方钰麟教授是一名资深的学者、商业个案作者、资讯科技顾问，同时亦在顶尖的国际期刊担任编辑。看中了港大经管学院拥有成为学界超新星的潜力，方教授有意贡献自己在数码创新和转型方面的知识，助学院更上一层楼。于2021年9月正式加入港大后，方教授将会领导我院新成立的数字经济和创新研究所。

In today’s environment characterized by business dynamism and information technology (IT) advances, firms must frequently update their enterprise information systems (EIS) and their use policies to support changing business operations. In this context, users are challenged to maintain EIS compliance behavior by continuously learning new ways of using EIS. Furthermore, it is imperative to businesses that employees of a functional unit maintain EIS compliance behavior collectively, due to the interdependent nature of tasks that the unit needs to accomplish through EIS. However, it is particularly challenging to achieve such a collective level of EIS compliance, due to the difficulty that these employees may encounter in quickly learning updated EIS. It is, therefore, vital for firms to establish effective managerial principles to ensure collective EIS compliance of a functional unit in a dynamic environment. To address this challenge, this study develops a research model to explain collective EIS compliance by integrating theoretical lens on social context and performance management context with social capital theory. It proposes that social context, an organizational environment characterized by trust and support, positively affects collective EIS compliance by developing business–IT social capital that enhances mutual learning between business and IT personnel. Furthermore, the performance management context, an organizational environment characterized by discipline and “stretch,” is seen to have a direct and beneficial effect on collective EIS compliance as well as an indirect, moderating effect on the causal chain among social contexts, business–IT social capital, and collective EIS compliance. General empirical support for this research model is provided via a multiple-sourced survey of managers and employees of 159 functional units of 53 firms that use EIS, as well as their corresponding IT unit managers. The theoretical and practical implications of these findings are discussed.