Many small and medium-sized enterprises (SMEs) have built web presence, but few have advanced further to embrace the Internet as an online direct sales channel (ODSC). This study proposes and empirically tests a research model on the role of two risk constructs––perceived risk and risk propensity—in the adoption and continued use of ODSC among SMEs. The results show that the roles of the two risk constructs differ substantially: risk propensity has a direct and an indirect effect, but perceived risk only has an indirect effect, on SMEs’ intention to use ODSC. Furthermore, the impacts of the two risk constructs differ in the two temporal stages––the adoption and continued use––of ODSC. The findings of the study validate behavioral decision theories from a risk perspective that non-rational (i.e., risk propensity) as well as rational factors (i.e., perceived risk and perceived business value) shapes organizational decision-making.

This study examines how team collaboration and goal setting mediate the effects of team relationship conflict and conflict management on team performance. Primary data were collected from students who worked in teams to design functional information systems (IS). The data were then analyzed using structural equations modeling (SEM). The mediators – team collaboration and goal setting – positively affected each other and performance. Full results support a partial mediation model in which 60% of the total effect of relationship conflict and 80% of the total effect of conflict management on team performance are carried through team collaboration and goal setting. This work is the first of its kind that theoretically posits and empirically tests a mechanism through which team conflict and its management relate to team performance.