Although researchers have explored mobile commerce (e.g. Ngai & Gunasekaran, 2007), literature on diffusion and adoption of digital innovations lacks an investigation of late adoption and possible solutions to avoid late adoption. This study applies fsQCA and proposes that disparate configurations of causal factors (resistance to innovation, skepticism, traditional mindset, perceived risk, and product simplicity) are equifinal to predict the negation of late adoption of mobile taxi app [mytaxi]. The first path suggests that lower perceived risk and lower resistance to innovation result in the negation of late adoption of the mobile application my taxi. The second and third configurations show that low level of perceived risk with low level of skepticism or low level of perceived risk with low level of traditional mindset also result in negation of late adoption. These three paths are aligned with existing literature, which presents resistance to innovation, skepticism and traditional mindset as characteristics of late adopters (Jahanmir and Lages, 2016; Laukkanen, 2016; Moore, 2014). Finally, low level of resistance to innovation with low level of traditional mindset, low level of skepticism, and low level of perceived product simplicity also lead to the negation of late adoption. This finding is also in line with prior research regarding late adopters’ preference for simple product (Jahanmir and Lages, 2016). The study also presents managerial implications. Results show that in order to avoid late adoption, firms should primarily focus on lowering consumers’ perceived risk as well as their resistance toward their digital innovations. Shifting consumers’ focus from risk to utility and performance of the digitized products is one way of lowering their resistance and increasing the rate of adoption.

Web 2.0 has changed the way users create, share and use online information (O'Connor, 2008). The testimony of anonymous and exempt consumers that emits reviews and ratings through online reviews is a form of Electronic Word of Mouth (eWOM). Positive online reviews can contribute to a significant increase in hotel reservations (Ye, Law, & Gu, 2009). Online reviews are amidst the most important factors that influence hotel reservations (Dickinger & Mazanec, 2008) However, only a small percentage of travelers contribute actively with new reviews and evaluations (Bronner & Hoog, 2011). Thus, it is very important to know what motivates consumers to make online hotel reviews, to get more online comments and, consequently, more hotel reservations. Cantallops and Salvi (2014) say that there is little research on eWOM and hotels. The objective of this study is to identify the different causal combinations (configurations) of motivations (personal, social benefit, social concern, and consumer empowerment (Bronner & Hoog, 2011)), and socio-demographic characteristics (gender and age) that lead to hotel online reviews. The study uses the fuzzy-set Qualitative Comparative Analysis (fsQCA) because it allows to identify the necessary and sufficient configurations to achieve the outcome (Fiss, 2011). This is an innovative approach in this domain, to the best of our knowledge, because the study focuses on the causal recipes of motivations and not on the net effects of independent motivations as past research do. The study obtained a convenience sample of 192 valid responses, from an online survey.The measures show adequate reliability. The results show that the social concern is a necessary condition and the consumer empowerment is an “almost always necessary” condition. The analysis of sufficient conditions show that three different combinations (explain 43.6% of the cases) of conditions exist that lead to eWOM: 1) being a female older than 35 years old combined with high social concern and high consumer empowerment; 2) being a female older than 35 years old combined with high social concern and high personal motivations; and, 3) being a male combined with the presence of high social concern, high personal motivations, and high consumer empowerment which represents the most significant representation of consumers that make online reviews. Managers should consider these recipes in communication and website design strategies. For example, for men, it is important to have jointly a simple communication channel so that they can easily share positive or negative experiences to help others (social concern); a travel website where they get some fun (personal motivation); and, to believe that their opinions are taken into account by the hotels, namely to improve service (consumer empowerment). In this way,hotels and travel services providers promoting these aspects will tend to have more and better online reviews, which will have a positive influence on hotel reservations. Future studies should consider different motivations for online reviews and eWOM.

The paper investigates the Brain Drain in Chinese family business based on a sample of 319 family businesses in China. Using a fuzzy set qualitative comparative analysis (fsQCA) to uncover different combinations of conditions (pay and welfare, work environment, management style of the leaders, and career planning) that are sufficient to achieve high and low brain drain. The results show that pay and welfare is a necessary but not a sufficient condition by itself to achieve high brain drain. The findings show that three causal recipes are equifinal in achieving high brain drain. The first causal recipe combines high work environment with low level of career planning and with high pay and welfare. The second combines low work environment with high level of career planning and with high pay and welfare. Finally, the third combines high work environment with high level of management style of the leaders and with high pay and welfare. The study also found two causal configurations that are equifinal to achieve low brain drain. Moreover, these combinations are not a mirror of the combinations founded for high brain drain. This study offers several implications to both researchers and business practitioners: It is acquired that in order to prevent brain drain, the pay and welfare of employees should be raised while the management philosophy should pay attention to humans in the first place. Secondly, the leaders need to improve their own quality so as to strengthen the management of family businesses. Finally, a refined human resource system needs to be established. After brain drain, enterprises should perfect their contract constraining mechanism and, bring in suitable talents promptly so that the loss is minimised.

International Joint Venture (IJV) is one of the most popular market entry mode in emerging markets. The instability and stability of IJV have also been receiving ongoing attention in the literature (e.g. Deitz et al. 2010; Kogut 1989; Rhoades & Lush 1997; Sim & Ali 2000). IJV instability and stability are often treated as opposite to one another in the literature, and assumed the factors that account for instability has an inverse impacts on stability. However, conceptually and empirically they are not exactly two contrasting phenomena. This study adopts the perspectives of Superficial Friendship theory (Yan 2010) to differentiate the determinants of IJV instability and stability and empirically compares their determinants. The results indicate that the factors that account for instability do not have inverse impacts on stability. The empirical results not only contribute to an understanding of the different drivers of IJV instability and stability but also have important implications for international business managers in both parents and IJVs with regard to keeping an IJV profitable and successful.