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The purpose of this paper is to show how continual enhancement of knowledge management systems (KMSs) enhances knowledge sharing intention.

This study integrates information system (IS) success with social cognitive theory (SCT) to explain knowledge sharing intention. Based on a survey of 276 KMS users in Taiwan’s information technology industry, the structural equation model has been applied to examine the influence process from a user satisfactory context to personal cognitive beliefs, and thus knowledge sharing intention.

The results indicate that the user satisfactory context stimulated by continual KMS enhancement increases knowledge sharing intention through the mediation of personal cognition of self-efficacy and outcome expectancy.

The results have empirical implications for learning how to motivate developers’ patience and passion for follow-up improvements to meet user expectations empathically, which has been emphasized for service provision.

The originality of this research is its explanation of system adoption behavior, which combines the core of IS success with SCT, links user satisfaction to intention to use, and concerns behavior within a specific context.

The purpose of this paper is to present a procedure for identifying a corporate social responsibility (CSR) model with best goodness‐of‐fit. This research constructed a model of which CSR was mainly influenced by four core components: accountability, transparency, competitiveness, and responsibility.

The data presented in this study were collected from companies in the year 2009 in Taiwan using questionnaires, and in total 185 companies were analyzed. Structural equation modeling was applied to assess the proposed CSR model containing four latent factors and 13 observation indicators.

The results of confirmatory factor analysis indicated that the correlation among four latent variables was significant, and the second‐order factor structure fit the observed data well.

The result supported the proposed model that four constructs played a dominant role toward CSR. Business leaders therefore could have clearer perspectives while facing challenges regarding CSR issues.

The paper shows that while developing business strategies, companies taking accountability and transparency as priority would strengthen their competitiveness and generate responsibility and in turn lead to CSR. Companies would obtain great advantages in the long run.

The purpose of this paper is to empirically investigate the causal relationships among four components in corporate social responsibility (CSR) domain. This study posits that CSR is mainly influenced by: accountability, responsibility, transparency, and competitiveness.

A path analysis is employed to determine the relationships, while confirmatory factor analysis is applied to assess the construct validity of the model. The data presented in this study were collected from Taiwanese companies in the year 2009 using questionnaires. A total of 170 companies were analyzed.

The results show that both accountability and transparency provide statistically significant contributions to the prediction of competitiveness, which in turn has a significant effect on responsibility.

First, the paper encompasses four core factors influencing the measurement of CSR. Second, the sample size used to analyze the diversity of concepts may appear small and therefore the result may not be considered precise since the total number of companies in Taiwan is over one million. Large sample size may lead to different results and therefore needs to be further explored. Third, while the proposed model was only tested in Taiwan, a country with 97.8 percent SMEs, the outcome of the research may only be applicable to Taiwan rather than to other countries with different national systems of business‐society relations. Finally, this study only investigated the relationships among core components of CSR.

While developing business strategies, companies taking accountability and transparency as priority will strengthen their competitiveness and in turn generate responsibility and lead to CSR, a way to reach corporate sustainability.

The results provide business leaders with practical advice that implementing CSR is not only the smart and right thing to do from a business perspective, but also the right thing to do from a society perspective.

Applying for international standards could be a feasible and optimal way to show commitments to CSR implementation.