團隊

海底電纜承載著全球約99%的洲際資料流程量，對推動數字經濟發展非常重要。中國政府在「十四五」規劃中明確提出要加快建設數字基礎設施，推動「數字絲綢之路」深入發展。

Sharing economy platforms are pressed to rapidly grow user bases at the early stage by aggressively targeting potential users through competitive actions. Due to the volatile nature of the sharing economy and its disruption to industry norms, these platforms encounter legitimacy challenges that impede user base growth. This paper integrates competitive repertoire and institutional legitimacy theories to develop a research model that explains early-stage user base development in the sharing economy. We posit that the early-stage user base is associated with structural characteristics of the competitive repertoire, whose effects are moderated by a platform's socio-political legitimation efforts that address stakeholders’ regulatory and normative concerns. Using a comprehensive sample of 4644 monthly observations of 129 sharing economy platforms in China, we find that the volume of two context-specific competitive actions, offering economic incentives and staging high-visibility events, along with competitive repertoire complexity, are positively related to the platform's early-stage user base. We also identify a significant negative relationship between repertoire differentiation and user base. Direct relationships are moderated by socio-political legitimation, however, such that legitimation weakens the positive impact of context-specific action volume but enhances those of repertoire complexity and differentiation. Managerial and practical implications are discussed in light of the findings.

當代資訊科技(IT) 項目團隊要求成員提供新穎想法並加以落實，以應對不斷變化的資訊科技和業務需求。另外，新冠疫情限制商務出行，更多的公司必須允許有多學科背景的、分佈在多個地點的IT人才組成項目團隊來開發新的IT解決方案。在這個團隊，個體成員需要在創意構思(IG) 階段利用與他人不同的專業知識提出新穎的想法，然後在創意實施(II) 階段加以落實，這稱為IGII過程。儘管已有很多研究解釋個人創造力，但現存文獻甚少提供理論支撐以闡釋如何應對職能專長差異性和地理位置分散度所帶來的雙刃效應——它們是多學科、跨地域IT項目團隊的兩個基本特質，並與個人創造力和後續績效息息相關。我們借鑒IGII 框架，提出以交互記憶系統(TMS) 作為合理的團隊級解決方案以應對這挑戰。經由對35個IT項目團隊的141名成員及其主管集成的跨層次數據集進行分析，我們發現在跨學科、跨地域分佈的IT 項目團隊中，項目團隊級的TMS 和地理位置分散度會以交互方式調節團隊成員個人的IGII 過程，但在II 和IG兩個階段呈現出有趣的迥異性。

方鈺麟教授是一名資深的學者、商業個案作者、資訊科技顧問，同時亦在頂尖的國際期刊擔任編輯。看中了港大經管學院擁有成為學界超新星的潛力，方教授有意貢獻自己在數碼創新和轉型方面的知識，助學院更上一層樓。於2021年9月正式加入港大後，方教授將會領導我院新成立的數字經濟和創新研究所。

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.