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PurposeTo present a three‐layer hierarchical structure of the factors involved in adopting an electronic marketplace (EM) model and to examine the relative weightings given to various strategic factors by the securities industry (SI) and the heavy electric machinery industry in Taiwan.Design/methodology/approachA literature review and a review of nine Taiwanese industries allow the formulation of a three‐layer hierarchical structure of adoption factors. A fuzzy analytic hierarchical process (AHP) is then undertaken to ascertain the relative weightings of factors that affect entry to an EM in two of these industries which are studied in more detail.FindingsThe weights of “proactive” factors are found to be greater than those of “defensive” factors. For example, contrary to previous findings in this area, the “risk of adopting new technology” is not found to be the major factor influencing decision making. Various factors are found to have different routes of influence in determining decision making in different industries.Practical implicationsEnterprises that appreciate the weightings of factors to be considered will be able to facilitate the adoption of an EM model with lower costs and greater efficiency.Originality/valueThe study provides novel and reliable information about strategic factors that are involved in corporate decisions about entering an EM.

Purpose -This study seeks to employ the capability-based view to investigate the direct effect of an organization's development of technological and design capabilities on technology commercialization. It aims to use two indicators to test the claim of ambidexterity, i.e. that synchronizing the development of technological capabilities and design capabilities can enhance the performance of technology commercialization. Design/methodology/approach -The research subjects consisted of R&D teams in Taiwan developing new high-tech information and communications products; a total of 109 valid questionnaires were recovered. A hierarchical multiple regression model was used to perform hypothesis testing. Findings -The findings of this study indicate that both technological and design capabilities have a positive effect on technology commercialization results, and the contribution of design capabilities is greater than that of technological capabilities. The interaction of technological capabilities and design capabilities has a positive influence on the results of technology commercialization. A relative imbalance between technological and design capabilities has a negative effect on technology commercialization. Originality/value -This study specifies that there are tensions between technological and design capabilities. However, an ambidextrous strategy involving the concurrent development of technological and design capabilities is suggested. Also the ambidexterity hypothesis is verified. This study consequently suggests that enterprises should simultaneously develop their technological and design capabilities, and seek to balance the allocation of management attention and resources between these two types of capabilities, if they wish to obtain optimal technology commercialization results.

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