Managing Triads in a Military Avionics Service Maintenance Network in Taiwan

Purpose – The purpose of this paper is to investigate how different types of triad structures, and the management mechanisms adopted by the focal company, affect cooperative performance. Design/methodology/approach – This paper uses a social network perspective to examine the triad management phenomenon in the military avionics maintenance context, which is closely associated with the field of operations management. Findings – This paper demonstrates that different triad structures and management mechanisms influence perceived cooperative performance. Four main findings emerged: in a triad, a firm playing a bridging role perceives higher cooperative performance than when playing a peripheral role in the triad or being located in a fully connected triad. When a firm plays the bridging role in a triad, and has a high level of trust, this leads to higher perceived cooperative performance. When a firm plays a peripheral role in a triad, high levels of coordination mechanism combined with high levels of trust result in higher levels of perceived cooperative performance. In a fully linked triad, when the coordination mechanism is well developed, the level of trust is high, so that the resulting level of perceived cooperation is high. Originality/value – This paper extends the knowledge of triad management by providing an in-depth study of a well-defined network setting with exceptionally high-level access to the most senior executives. In practice, this paper shows how to manage differen

Intellectual capital and performance indicators: Taiwanese healthcare sector

Purpose - While the intellectual capital perspective has been widely applied to research in knowledge-intensive industries, less attention has been paid to the healthcare sector. This exploratory study aims to investigate how hospitals view the importance of intellectual capital and performance in the healthcare sector. It identifies the elements and relative importance of intellectual capital and performance measurement in the Taiwanese healthcare industry. Design/methodology/approach - This study was executed by a developmental process comprising four phases: the generation of critical elements expert review and perceptual assessments of the elements data collection and data analysis. This study developed a preliminary checklist with detailed IC elements and performance indicators derived from both literature reviews and practices. The questionnaire was refined by expert review. The pilot study collected data from 30 healthcare managers. Findings - The critical intellectual capital elements and performance indicators regarded as important for performance management practices in the Taiwanese hospital industry were identified. They reveal the relative importance and ranking of human, organizational and relational capitals, and performance indicators. Practical implications - By using the intellectual capital navigator (ICN) and the Effector Plot, this study analyzed resource transformations and resource influence among human, organizational and relational capital. This study highlighted five noteworthy issues. Originality/value - This study will contribute to both theory and practice. Theoretically, it generalizes IC in the healthcare setting and is a starting point for exploring healthcare IC and performance in Taiwan. Practically, it contributes to references for healthcare managers, giving a prioritized array of critical resources and performance measurements in practice

How rival partners compete based on cooperation?

Prior studies of coopetition have explained the what, how and why of firms cooperating with competitors. Among these, examining the how question as to the stream of coopetition dynamics is the most challenging theme. Previous research has focused much more on the cooperation side. Less attention has been paid to the competition side to reveal what happens to competition after the competitors have collaborated. This study sheds light on the issue of cooperation-based competition by answering the question: while cooperating with competitors, how do rival partners compete based on cooperation? Linking the competitive dynamics perspective to coopetition, we conducted a single-case study to analyse the competition between two leading competitors in the Taiwanese bicycle industry. We collected the reported issues pertaining to the competition in the European market and supported by in-depth interviews. The analysis leads us to develop three propositions and a conceptual framework for illustrating the cooperation-based competition and addressing how cooperation may influence competition in a coopetition relationship. This study provides new insights into a theoretical issue of cooperation-based competition. The case also provides management implications while taking a coopetition strategy

Intellectual capital resource transformation and inertia in inter-firm partnership

Although scholars and practitioners in strategic management recognized the importance of resources acquired from alliance partners, prior studies have been paid little attention to examining how firms individually contribute their resources and how the inertia hinders cooperative performance. By linking the strategy practice and intellectual capital perspective, this study aims at understanding how resource transformation and inertia have their effects on cooperative performance. Conducting by in-depth case study, we investigated six inter-firm cases of a Taiwanese company and its partners at the dyad-level analysis. We adopted IC approaches to understand more completely about the intellectual capital management in practice. By revealing the process of resource transformation and examining the inertia, this study provides the valuable references for practitioners on strategizing the inter-firm collaborative strategy

Intellectual capitals, business models and performance measurements in forming strategic network

How firms identify the intellectual capitals, business models and performance measurements for forming a strategic network with competitors? Both intellectual capital and coopetition strategy have become heated issues in strategic management field. Firms involved in cooperation with competitors should not only design their collective business models but also dedicate their intellectual capitals to create performance. Linking intellectual capital perspective, business model, and performance management, this paper aims at answering three questions: What are the intellectual capitals required to form a strategic network with competitors? What is the collective business models designed for cooperative strategies? And what are the performance indicators for measuring the collective business models? In this study, we have investigated a supermarket strategic network. We conducted an in-depth face-to-face interview with 14 CEOs in the network. They, together, have defined five key business models and developed important intellectual capitals necessary for implementation of the business models. They also have identified critical performance measurements. This practice-oriented study contributes a more complete understanding of intellectual capital, business model, and performance measurement in forming strategic network

Partner nationality, market-focus and IJV performance: A contingent approach

This study examines how Taiwanese firms engaging in various types of international joint ventures (IJVs) have performed in China, and how different types of market-focus affect IJVs' performance. Based on the IJV classification scheme suggested by [Makino S., & Beamish P. W. (1998). Performance and survival of joint ventures with non-conventional ownership structures. Journal of International Business Studies, 29(4): 797-818], this study outlines and examines three categories of IJVs, according to partner nationality: Taiwan-Taiwan (T-T) JVs, Taiwan-Local (T-L) (China) JVs, and Taiwan-Foreign (T-F) (third-country) JVs. We propose two hypotheses, with associated sub-hypotheses, to examine the major effects of partner nationality on performance, as well as the moderating effects of local market-focus on the relationship between partner nationality and performance. Through the analysis of 236 Taiwanese JVs in China, we find that (1) T-L JVs perform better than T-T JVs and T-F JVs; (2) T-L JVs focusing on the local market do not perform better than those focusing on foreign markets; and (3) T-F JVs focusing on foreign markets perform better than those focusing on the local market.International joint ventures Performance Local market orientation Access to local markets Cultural distance

Is coopetition a good idea? the example of a coopetitive supermarket network in Taiwan

Abstract not available