Cloud computing (CC) has many benefits, so its use has spread rapidly, particularly in the business sector. An important consideration in the acceptance of CC is whether the CC system is dependable, and it can differ among industry and service type. However, little research has considered the effect ofdependability(composed ofavailability,reliability,security,maintainability) on CC acceptance. Especially, group comparisons between high IT-intensive (Hi-ITi) and low IT-intensive (Lo-ITi) industries have not been reported, nor have comparisons between software-as-a-service (SaaS) and platform-as-a-service (PaaS)/infrastructure-as-a-service (IaaS). This study aims to explore how thedependabilityof CC affects users’ intent to accept it, with focus on how this intent is affected by intensity of IT use (by industry) and by the type of CC service used. To validate the proposed model, this study applied structural equation modeling and conducted multi-group analysis. A total of 230 business managers in South Korea represent the sample for our study. For the full dataset,the threedependabilityattributes (availability,reliability,security) do not affect the usefulness of CC, but do affect the ease of use of CC. The usefulness of CC is a determinant for positive intention to accept CC, whereas the ease of use of CC is not.Maintainabilityis the strongest determinant of CC adoption for the full dataset, and for all individual groups, except those that use SaaS. For Hi-ITi and Lo-ITi industries, results show that managers show no differences in their perceptions of the effect ofdependabilityattributes (availability,reliability,security) on the usefulness and the ease of CC. The absence of such a difference in managers’ perception also applies to the relationship between two core variables of TAM (i.e.,perceived usefulness,perceived ease of use) and behavioral intention to accept CC. For SaaS and PaaS/IaaS, managers have different perceptions ofsecurityon the usefulness of CC, and the effect of the usefulness of CC on the intention to accept CC. The findings can provide academic researchers and industry practitioners with a differentiated and in-depth perspective on the understanding and the spread of CC.

In today’s volatile business environment, securing a sustainable competitive advantage hinges on retaining and effectively managing talent. While talent turnover is inevitable, strategic internal human resource (HR) transfers offer a solution to prevent talent outflow and supplement skill gaps. However, previous models for identifying internal substitutes often focus solely on individual work capabilities, neglecting the critical role of group interactions and collaborative structure. Drawing on social network theory, transactive memory systems, and person–group fit, this study proposes a graph-based analytical approach that models the organization as a complex system. Our methodology provides a holistic framework that integrates both (1) individual capabilities and (2) group-level characteristics (e.g., work-relationship networks and cluster-level similarity) to identify the most suitable substitutes. At the macroscopic level, we use an inductive graph neural network (GraphSAGE) to learn node embeddings from a work relationship network constructed from process event logs and to quantify group-level similarity. At the microscopic level, we compute dynamic collaboration intensity, frequency, and task similarity between employees over time. To validate the approach, we develop four simulation scenarios using an enriched incident management process event log and implement them in a SimPy-based simulator, benchmarking against an existing method that considers only individual factors. Across all scenarios, the proposed dual-factor model significantly outperforms the baseline in terms of efficiency, accuracy, and suitability. This research provides a practical, validated algorithm that supports evidence-based workforce management and more effective internal talent allocation.