Accelerating innovation through knowledge co-evolution: a case study in the Taiwan semiconductor industry

Fang, Liang; Wu, Se Hwa

doi:10.1504/ijtm.2006.008310

Cited by 16 publications

(11 citation statements)

References 34 publications

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“…Beske (2012), Beske et al (2014), Defee and Fugate (2010), Grant and Baden-Fuller (2004), Rai, Patnayakuni, and Seth (2006), Subramani (2004), Ray, Muhanna, and Barney (2005), and Wu, Yeniyurt, Kim, and Cavusgil (2006) (2) Codevelopment "It involves the routines by which managers reconnect webs of collaborations among various parts of the firm to generate new and synergistic resource combinations among businesses." Beske (2012), Beske et al (2014), Defee and Fugate (2010), Fang and Wu (2005), Pagell andWu (2009), Parente, Baack, andHahn (2011), and Wiskerke and Roep (2007) (3) Supply chain partner development "In a supply chain, not only the development of a single firm holds the key to competitive advantage, but the development of all partners in the chain is a necessity, because the strength is somewhat determined by the strength of its weakest member. "…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…This could largely help firms adapt to potential environmental changes and improve the overall supply chain robustness. DC1 could be especially essential for SMSs to adopt CSR practices (Fang & Wu, 2005). For example, SMSs are encouraged by their larger supply chain partners to improve their capability for CSR practices through receiving technology or management knowledge.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

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Motivating corporate social responsibility practices under customer pressure among small‐ and medium‐sized suppliers in China: The role of dynamic capabilities

Choi

Ying-jun

Liu

et al. 2018

Corp Soc Responsibility Env

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Small-and medium-sized suppliers (SMSs) have experienced customer pressure to implement corporate social responsibility (CSR) practices. However, capabilities are needed for SMSs to respond to such pressure. To explore how SMSs can be effectively motivated to make CSR efforts under customer pressure, based on the theory of dynamic capabilities (DCs), this paper identifies five factors of DCs-knowledge accessing (DC1), codevelopment (DC2), supply chain partner development (DC3), supply chain rebuilding (DC4), and flexibility (DC5). Moreover, this paper develops a conceptual model assuming that the five DCs moderate the relationship between customer pressure and CSR practices among SMSs. Using questionnaires collected from 333 Chinese SMSs in manufacturing industries, hierarchical statistical results demonstrate the moderating effect for three of four identified CSR practices. An interaction analysis further reveals that a certain level of DCs is necessary. The results provide managerial implications for large customers and SMSs to improve CSR-related DCs among SMSs.

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Section: Hypotheses Developmentmentioning

confidence: 99%

Section: Hypotheses Developmentmentioning

confidence: 99%

Motivating corporate social responsibility practices under customer pressure among small‐ and medium‐sized suppliers in China: The role of dynamic capabilities

Choi

Ying-jun

Liu

et al. 2018

Corp Soc Responsibility Env

View full text Add to dashboard Cite

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“…The organization-centric view considers the organization as the dominant factor in determining operations and performances (Da Silveira, 2002). Scholars agree that technology and organization mutually reinforce each other to generate performance (Consoli, 2008;Fang and Wu, 2006). However, technology is often viewed as a separable and non-integrative variable (Da Silveira, 2002;Zigurs and Buckland, 1998).…”

Section: Limitations On Organization-centric View Relative To Managing Technologymentioning

confidence: 99%

“…The distinction between process and knowledge is necessary in that process embodies the knowledge acquired externally or developed internally and possesses tangible forms (Helper and Sako, 2010). In contrast, knowledge may be a work in process, emerging from experience within operations and/or business programs (Fang and Wu, 2006). According to the RBV literature, knowledge is a critical resource to a firm for competitiveness (Leydesdorff et al, 2006;Woiceshyn and Falkenberg, 2008).…”

Section: Imds 1114mentioning

confidence: 99%

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A technology‐centric framework for investigating business operations

Cheng

Gibson

Carrillo

et al. 2011

Industrial Management &Amp; Data Systems

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Purpose -This paper seeks to explore the necessity to incorporate technology as a key component in studying business operations of industrial entities. Design/methodology/approach -Reviews of key management theories that shaped organization-centric and process-centric views in industrial management research are conducted. The paper then identifies the limitations of these two schools of thinking and develops a technology-centric framework that integrates technology, organization, and process in general. A series of case studies that apply the framework at multiple levels of observations are presented. The research concludes with theoretical and managerial implications. Findings -This paper presents a "trinity" framework that includes three core constructs that can simultaneously develop into variants. Technology as a holistic concept must be taken into consideration when researchers or practitioners take a dynamic view to study business entities. A multi-dimensional, technology-centric framework acknowledges technology as the transformational resource and helps the practitioners and researchers to examine technology as potential facilitators for organizational operations. Originality/value -A review of the cases found that technology, organizational structures, and business processes impact one another. Firms' actions are indicative that in today's technology-intensive environment, organizational structures and business processes need to be developed or modified in coordination with technological development. In doing so, organizations will gain the potential to harvest benefits from technology-organization-process integration.

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Knowledge‐based dynamic capability: Concept mapping, usage, and taxonomy

Bindra

Sharma

Bhardwaj

et al. 2022

Knowl Process Manag

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Knowledge‐based dynamic capability (KBDC) is a firm's ability to acquire, create, and combine knowledge to identify and exploit opportunities while addressing the dynamics of environmental changes. Based on a systematic review and analysis of the extant literature related to KBDC from 1959–2020, we aim to trace significant theories, contexts, characteristics, and methodologies (TCCM) and their inter‐relationships to present a holistic view of the KBDCs research. In particular, the study attempts to address the issues inherent in organizing, designing, and executing KBDCs towards the attainment of the firm's strategic and organizational objectives. The study uses a structured methodological approach for conducting a systematic literature review to determine the existing contributions and by proposing the frameworks for future research. By conducting TCCM and bibliometric analysis of the existing KBDCs literature, the study provides comprehensive networks, significant countries, eminent authors, prominent theories, context, characteristics, and methodologies in this field. The analysis, therefore, addresses the managerial concerns over the entire spectrum of knowledge‐based entities and bridges the gaps, such as application bias in large organizations, developed nations, and single‐level analysis by exploring potential relationships regarding KBDC. Overall, the study provides the logical concept mapping, usage, and taxonomy contributing towards the strengthening of KBDC. In addition, the study also presents areas in which research has made the most progress as well as those in which gaps and unsolved tensions persist. The epistemological exploration traces the significant contributions for determining the future research scope.

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Accelerating innovation through knowledge co-evolution: a case study in the Taiwan semiconductor industry

Cited by 16 publications

References 34 publications

Motivating corporate social responsibility practices under customer pressure among small‐ and medium‐sized suppliers in China: The role of dynamic capabilities

Motivating corporate social responsibility practices under customer pressure among small‐ and medium‐sized suppliers in China: The role of dynamic capabilities

A technology‐centric framework for investigating business operations

Knowledge‐based dynamic capability: Concept mapping, usage, and taxonomy

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