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Research on information technology adoption increasingly focuses on the interactive and temporal aspects of this process. This paper addresses the research gaps in information technology adoption process by which small agri-businesses bond in to a managed supply chain and with their social network. We draw on theories of social institutional isomorphism, organizational culture, and diffusion of innovation as a basis to hypothesize on the inter- and intra-organizational process relevant to information technology adoption. The small agricultural businesses engaged in food traceability technology in Taiwan serve as a sample for this study. A total of 81 valid responses of small agriculture business are obtained for data analysis, using partial least square methods. Our findings show that rather than focus on the adoption attributes of relative advantage and complexity small business are socialized by their network, in a way that instructs their business process. For small business, therefore, technology adoption is a question of maintaining a social identity within the supply chain.

Going beyond the traditional business to consumer air transport passenger perspective, this paper examines what we can learn from combining transaction marketing (TM) and relationship marketing (RM) orientations in respect to customer loyalty in the context of business to business (B2B) freight transportation markets. We model and examine post-transactional air freight express (integrator) customer behavior of 170 manufacturing companies and our results suggest that both TM and RM orientations influence customer loyalty as TM has a positive direct and indirect impact on loyalty due an mediating effect on RM outweighing potential dark side effects of RM on customer loyalty. This indicates that transaction-based marketing can support a relationship structure with the aim to nurture customer loyalty in B2B freight markets. In contrast to theoretical notions and contradictions between simultaneous competition/cooperation and interdependence/dependence of customers and service providers, we show that managers of freight and logistics companies should embrace the coexistence of TM and RM approaches and develop strategies that value long-standing transactional customers as they provide opportunities to create effective customized solutions.