The online shopping behaviors of 600 undergraduate students in Taiwan were explored in regard to the influences of perceived ease of use, perceived usefulness, attitude, trust, behavioral intentions, and actual behavior. The moderating effects of online experience were taken into account. A model depicting the mechanisms of an effective relationship with online shoppers was developed and a survey was conducted to gather information. Structural equation modeling was used to validate the measures developed and test the hypothesized model. All variables had a significant and positive impact, and experience online had a moderate impact.The Internet has changed how information is communicated and processed. People use the Internet for different purposes, including communicating with friends, researching and monitoring online stock prices, trading stock, paying bills, banking, and shopping. Growing numbers of consumers purchase goods and services, gather product information, or just to browse online. Online shopping is the process whereby consumers buy goods or services directly from a seller in real time, without an intermediary service, over the Internet. Online shopping environments are, therefore, playing an increasing role in the relationship between marketers and their consumers (Demangeot & Broderick, 2007).

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Can e‐governance fulfill the ideal of citizen‐centric government around the world? This comparative study examines Taiwan and the United States and offers PAR readers relevant management and policy lessons. The research utilizes a framework that captures the institutional, organizational, and technological drivers of e‐governance performance. The results indicate that the United States and Taiwan excel in different areas, but could improve in others and thereby learn from each other.

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The purpose of this study was to discover how performance management strategies foster cooperative behavior as a means of producing better outcomes. Using multiple data from the 2010 Federal Human Capital Survey provided by the U.S. Office of Personnel Management via its FedScope data portal and Federal Human Resource Data, we tested hypotheses that considered both individual- and agency-level factors in individual cooperative behaviors. This study highlights how performance management strategies promote employee cooperation such that the management practice is taken for granted; however, there is no research that examines the relationship between them. This investigation confirms several performance practices existing between and within the federal agencies. Managers can learn from the evidence provided and apply these strategies to induce cooperative behaviors that help to achieve organizational goals and improve organizational performance. The results reveal that performance management strategies display positive and nonlinear relationships with employee cooperation.