Explore the vast range of titles available.

Purpose The purpose of this paper is to review and re-examine the role of the organization-level determinants from the perspectives of competence-based views. Design/methodology/approach Regression analysis was used to test the hypotheses in a sample of 80 cases drawn from a population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Findings The empirical results indicate that formalization is positively related to new product performance while decentralization has an inverse U-shaped curvilinear effect on new product performance. Furthermore, the regression findings also indicate that market-oriented strategy negatively moderates the relationship between formalization and new product performance, while technology-oriented strategy positively moderates the curvilinear relationship between decentralization and new product performance. Originality/value Extant literatures have paid attention to investigating the determinants to the performance of the new product development, but some of the results, such as in the organizational levels, are confusing and mixed. Contrary to previous works, the purpose of this paper is to review and re-examine the role of the organization levels determinants from the perspectives of competence-based view.

This study examines the role of service innovation, including service process, Information Technology infrastructure and customer acuity, on customer satisfaction from the network relationships perspective. This study tests the hypotheses in a sample of 136 companies, which is drawn from top 5,000 Taiwanese firms listed in the 2015 yearbook published by the China Credit Information Service Incorporation. The results indicate that service innovation is positively related to network relationships, and that network relationships have a positive effect on customer satisfaction. Also, the results provide evidence that network relationships play a mediating role between service innovation and customer satisfaction. The findings of this study contribute to the theoretical development of a conceptual model for explaining the interrelationships among service innovation, network relationships, and customer satisfaction. The empirical evidence of the Sobel test, in line with Baron and Kenny’s procedure and bootstrap analysis supports the process-oriented view and indicates that network relationships mediate the effect of service innovation on customer satisfaction. Finally, this study discusses managerial implications and highlights future research directions.

The purpose of this paper is to investigate the effects of organizational climate and structure on knowledge management and firm innovativeness from the social capital and social network perspectives. The empirical study employed a questionnaire approach. The sample for this study was drawn from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Regression analysis was used to test the hypotheses in a sample of 146 Taiwanese firms. The findings suggest that knowledge management is positively related to firm innovativeness. In addition, the effect of knowledge management on innovativeness is positively moderated by supportive climate and decentralized, integrated, and less formalized structure. The study also examines the effects of organizational climate and structure on knowledge management and the results indicate that innovative and supportive climate are positively related to knowledge management. When the organizational structure is less formalized, more decentralized and integrated, knowledge management is more enhanced. Firms need to be aware of the critical role of organizational structure and climate in the transition process of knowledge management to innovative products or services. This study contributes to the literature by investigating the relationships among organizational contexts of climate and structure, knowledge management, and firm innovativeness from the social capital and social network perspectives.

This study addresses endogenous factors related to the strategic planning of corporate social responsibility (CSR). Our findings help explain the paradox: If better CSR always leads to better firm performance, why do so many companies either choose not to engage in CSR or act irresponsibly? Managers may make decisions regarding CSR based on the environment. Some companies may be better served through a proactive CSR strategy; however, others may be unable to achieve better performance through this strategy for a variety of endogenous causes. Our sample included 594 U.S. publicly traded companies with 2,019 firm-year observations. We empirically simulated scenarios where companies selected inappropriate CSR strategies and found that the companies were unable to achieve better firm performance if they did not select appropriate CSR strategies based on their internal and external environment. Practical and theoretical implications are discussed.

The main objective of this study is to empirically examine the moderating effects of two distinct aspects of cooperative mode: the replication and the adaptation on two dimensions of alliance performance: innovative and financial performances. Using a quantitative analytical approach, the theoretical model and hypotheses of this study were tested based on empirical data gathered from the top 5000 Taiwanese companies listed in a yearbook published by the China Credit Information Service Incorporation in 2013. Data obtained from the 120 valid and complete survey questionnaires were analyzed using correlation coefficients and multiple linear regression. The results revealed that internal intention and involvement degree were more positively associated with alliance performance when the cooperative mode is adaptation, where as external intention was more positively related to alliance performance when replication cooperative mode were adopted. Based on the recipients’ internal and external intensions, as well as involvement degree, we also constructed a strategic matrix of a cooperative mode within an inter-organizational strategic alliance.

This article examines the effects of joint venture’s exploitative knowledge acquisition on its innovation performance under the contexts of joint venture-parent similarity in technology, industry and country. We suggest that there is an inverse U-shaped relationship between joint venture’s exploitative knowledge acquisition and innovation performance. Moreover, the moderating role of joint venture-parent similarity in technology and country are recognized and are hypothesized as positively moderate the effect of exploitative knowledge acquisition on innovation performance, but industrial similarity is recognized and hypothesized as negative moderator. Negative binomial regression was used to test the hypotheses in a panel data of 183 joint venture cases and the findings support our prediction. The results of this study can help reconciling contradictory findings from previous studies by demonstrating the potential impact of exploitative knowledge acquisition on innovation performance.

Purpose This study aims to examine the relationship between organizational capacity, slack resource, platform strategic choice and firm performance. It also tackles the endogenous issues regarding the strategic choice of platform types. Design/methodology/approach This study uses Heckman’s two-stage procedures to examine the relationship between the variables. The sample in this study comes from Compustat annual company and segment files. The sample used in the main analysis consists of 252 individual corporations globally and 3,528 firm-year observations from 2004–2017. Findings The empirical results suggest that: (1) firms are more likely to develop physical platforms than virtual platforms when they possess higher levels of available slack, potential slack, research and development (R&D) capacity and marketing capacity; (2) in general, firms developing physical platforms perform better than firms developing virtual platforms after the endogeneity bias are controlled; and (3) firms that choose to develop physical platforms perform better than if they had chosen to develop virtual platforms. Research limitations/implications This study contributes to the platform research literature by proposing the endogenous role of platform type choice in firm performance in the context of the retail industry. Prior conceptual and theoretical platform studies have seldom focused on the retail industry through a strategic choice perspective. Furthermore, one of the contributions of this study is the derivation of empirical support for the research’s prediction using data from actual firms carried out by global physical and virtual platform companies. This study also presents many opportunities for further explorations on the relationship between firm strategic choice and firm performance in the context of platform retail industry. Practical implications The findings of this study suggest that firms must realize that their performance is not necessarily affected by these platform type choice determinants in terms of potential slack, available slack, R&D capacity and marketing capacity. By contrast, they should pay more attention to developing physical platforms if it is possible. The study findings indicate that although virtual platforms have grown rapidly because of the development of technology, firm performance is at all times superior when firms choose to develop physical platforms. Originality/value Prior platform studies have focused on the topic of network structure, platform architecture, pricing strategy, platform leadership and platform design and governance within the context of video game industry, software industry, hardware industry and telecommunications industry. Seldom of them focus on other industries through a strategic choice perspective. Furthermore, one of the contributions of this study is the derivation of empirical support for the research’s prediction using data from actual firms carried out by global physical and virtual platform companies.

Purpose - This study attempts to investigate the relationships among organizational capabilities, strategic choice, and firm performance and examine three questions: What are the relationships between organizational capabilities and the firm's strategic choice - contract manufacturing and branding? Do branding firms perform better than contract manufacturing firms after controlling for endogeneity bias? Do firms usually choose their strategy (contract manufacturing branding) appropriately to achieve a better performance under the conditions they encounter?Design methodology approach - The empirical study employs a questionnaire approach to collect data from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation for testing the validity of the model and research hypotheses. This study uses a Heckman two-step estimation procedure and follows the procedure proposed by Shaver to examine the economic implications of strategic choice on firm performance.Findings - Firms are more likely to adopt the branding strategy when they have better marketing and R&D capabilities while they are more likely to choose the contract manufacturing strategy when they possess superior manufacturing and process capabilities; in general branding firms perform better than contract manufacturing firms after controlling for endogeneity bias; and firms achieve a better performance if their strategic choice (contract manufacturing branding) fits the conditions they encounter.Research limitations implications - This study contributes to the marketing literature by exploring an important issue of strategic choice (contract manufacturing or branding) and contributes to the strategy literature by proposing the endogenous role of strategic choice in the relationship between organizational capabilities and firm performance.Practical implications - Firms should take into account organizational capabilities when choosing a contract manufacturing strategy or branding strategy. Further, managers should not ignore matching their strategic choice (contract manufacturing branding) with the conditions they encounter in order to optimize firm performance.Originality value - The strategic choice of branding or contract manufacturing is a prevalent phenomenon that has received little attention in the strategy and marketing literature. Based on the competence-based perspective, this study examines the relationships among organizational capabilities, strategic choice, and firm performance.

Purpose - This study aims to investigate the relationship between knowledge management capacity and organizational performance from the social interaction perspective.Design methodology approach - The empirical study employs a questionnaire approach. The sample for this study is drawn from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Regression analysis is used to test the hypotheses in a sample of 105 Taiwanese firms.Findings - The findings suggest that two assessments of knowledge management capacity, knowledge acquisition and dissemination, and the communication factor of social interaction are positively related to organizational performance. Further, social interaction has complementary or synergistic interaction effects with knowledge management capacity on organizational performance.Practical implications - Given the need for the use of knowledge management capacity as an enabler to improve organization outcome, firms need to be aware that social interaction would moderate the link between knowledge management capacity and organizational performance. Therefore, firms should pay special attention to formulate appropriate social interaction conditions under which knowledge acquisition and dissemination are most likely to enhance organizational performance.Originality value - This study contributes to the literature by theoretically developing a conceptual model and then empirically examining the relationships among knowledge management capacity, social interaction, and organizational performance.

Patent technology requirement evaluation and recommendation are critical for patent strategy, patent management, and patent usage in an organization. This paper proposes a patent technology evaluation and recommendation agent based on a soft-computing approach to enhance patent expansibility and technology transfer. First, we investigate the relationship between patent technology and patent owners, such as academic institutes or organizations, and integrate the collected patent data with the characteristics of organizations to establish a popular patent ontology for general academic institutes or organizations. Then, the patent’s suitability for a specific organization is determined based on concepts extracted using Chinese Knowledge Information Processing. Next, we refer to the Japan Patent Office evaluation index and intellectual property quotient to describe the knowledge base and rule base of the patent quality evaluation agent by using fuzzy markup language (FML). A comprehensive patent quality evaluation mechanism is implemented, and the genetic algorithm is adopted to improve the performance of the proposed agent. Additionally, the patent requirement level evaluation mechanism infers the patent requirement level according to the basic information of an organization. Finally, we present a novel FML-based patent requirement recommendation agent to recommend a patent for an organization by considering the suitability of the patent technology for such an organization, the results of the comprehensive patent quality evaluation process, and the results of the evaluation of the demander’s patent requirements. According to the results, the proposed agent is feasible for patent recommendation. In the future, we will combine an intelligent robot with the GFML agent to assist humans or organizations in recommending an appropriate patent.