Shin-Yuan Hung

Information Systems and Management · 2003–2013

A researcher in the Science corpus: 5 papers; trusts 8 researchers and is trusted by 11 researchers here, as inferred from the citation graph.

Subfields

Whom Shin-Yuan Hung trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

  1. Fred D. Davis
  2. Anol Bhattacherjee
  3. Molly McLure Wasko
  4. Patrick Y. K. Chau
  5. Samer Faraj
  6. I. Ajzen
  7. V. Venkatesh
  8. Richard M. Ryan
  9. George V. Cybenko
  10. P. H. Hu

Who trusts Shin-Yuan Hung overall

  1. Hsiu-Fen Lin
  2. Nripendra P. Rana
  3. Chih-Fong Tsai
  4. Eric Wai Ting Ngai
  5. Yogesh Kumar Dwivedi
  6. Yi-Man Teng
  7. Gabriela Viale Pereira
  8. Omar Salameh Al-Hujran
  9. Sheshadri Chatterjee
  10. Ying-Feng Kuo

Papers from Shin-Yuan Hung's perspective

Ordered by how strongly the researchers Shin-Yuan Hung trusts endorse each paper. Same corpus, a different order for every researcher.

  1. Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology
  2. Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice (MIS Q.)
  3. Examining a Model of Information Technology Acceptance by Individual Professionals: An Exploratory Study (Journal of Management Information Systems)
  4. "It is what one does": why people participate and help others in electronic communities of practice (Journal of strategic information systems)
  5. Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues (MIS Q.)
  6. A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies (Management Sciences)
  7. Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions.
  8. Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation (MIS Q.)
  9. Time Flies When You're Having Fun: Cognitive Absorption and Beliefs About Information Technology Usage (MIS Q.)
  10. Cracking the code of change. (Harvard Business Review)

Their papers