Competitive advantages created by a cluster collaboration network for supplier management in notebook PC production

Yung, Ing-Shane; Lee, Hung‐Wen; Lai, Ming-Hong

doi:10.1080/14783360903037358

Cited by 9 publications

(3 citation statements)

References 4 publications

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“…Assembling efficiently all Total Quality Management 1129 components on the printed circuit board (PCB) was their major concern. They followed product standards set by others, which made them always six months late for the market (Yung, Lee, & Lai, 2009). Asus defied these practices and focused on product design and time-to-market performance.…”

Section: Time-to-market Performance As Determining Factormentioning

confidence: 99%

Dynamic capabilities in new product development: the case of Asus in motherboard production

Yung

Lai

2012

Total Quality Management & Business Excellence

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This empirical research applies the dynamic capability perspective to the field of new product development. Our major focus is in the time-to-market competition of motherboard production in the information technology hardware industry. Product developments of motherboards follow standards of CPUs and chipsets. The dominant architecture of motherboards has been set by Intel and elaborated by Asus. This research studies how processes, positions, and paths of Asus improve its new product development performance. The result shows that sustainable competitive advantages of Asus stem from high-performance routines both inside and outside the firm. The process of integration and coordination, the process of learning, practicing and accumulation of core competence, and the process of reconfiguration and transformation work jointly to shape the best practices in its industry. Positions of technological teamwork and supply chain clustering consolidate its competitive advantages. Learning from original equipment manufacturer operations and collaboration with key suppliers increase technological opportunities and mark the road ahead.

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Section: Time-to-market Performance As Determining Factormentioning

confidence: 99%

Dynamic capabilities in new product development: the case of Asus in motherboard production

Yung

Lai

2012

Total Quality Management & Business Excellence

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“…External business relationships and OEM supplier impact on buyer competence development OEM suppliers acquire knowledge and learning not just through relationships with their buyers but through alliances and collaboration with other outsiders (Hamel, 1991;Inkpen, 1996;Steensma, 1996). Much new knowledge comes from the external networks of which firms are a part, and interacting with members of such networks is one way of acquiring this knowledge (Zahra and George, 2002;Dodourova, 2009); that is, a network is an important resource for a firm (Yung et al, 2009). Firms are embedded in networks of social, professional, and exchange relationships with other individual and organizational actors; that is, networks encompass a set of relationships, and the conduct and performance of firms can be more fully understood by examining the network of relationships in which the firms are embedded (Gulati et al, 2000;Weeks, 2009;Joongsan and Seung-Kyu, 2010).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

OEM supplier impact on buyer competence development

Liu

2014

Journal of Strategy and Management

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Purpose – The purpose of this paper is to examine whether original equipment manufacturing (OEM) suppliers can affect the development of buyer competence by manipulating two environmental factors: the development of competence in OEM supplier's external business relationships and the competitive pressure of the OEM supplier environment. Design/methodology/approach – The sample population consisted of 1,000 OEM suppliers in the Taiwanese information technology (IT) industry. Partial least squares analysis was used to examine the causal relationships among the variables. Findings – The empirical results revealed that the pressure of the external environment pushes OEM suppliers to develop competence through external business relationships. This competence in turn affects the development of buyer competence. Furthermore, OEM supplier impact on buyer competence development is positively associated with the importance of OEM supplier in outsourcing relationship. Originality/value – The paper empirically examines whether the impacts of the OEM supplier derived from different sourced environments play distinct roles in the development of the OEM supplier's power.

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“…For example, module components (CPU, HDD, CD-ROM, Modem, LCD panel, memory module, etc.) make up 60% of Quanta's procurement cost(Yung, Lee, & Lai, 2009).…”

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confidence: 99%

The ODM Model and Co-Evolution in the Global Notebook PC Industry: Evidence from Taiwan

Yang¹,

Chen²

2013

AASoci

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This paper aims to explore the evolutionary dynamics of the ODM model in the global notebook PC industry. We found that the "modular design" process of notebook products requires plenty of technical interaction and tacit knowledge exchanges among branding companies, key component suppliers and ODMs. Taiwanese ODMs serve as important sources of information and knowledge for specifications formulation through their system integration and technological development abilities. With increasing complexity and shorter design lifespans , the mutual dependency among the lead firms and ODMs increases, leading to the regional agglomeration in Taiwan and China.

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Competitive advantages created by a cluster collaboration network for supplier management in notebook PC production

Cited by 9 publications

References 4 publications

Dynamic capabilities in new product development: the case of Asus in motherboard production

Dynamic capabilities in new product development: the case of Asus in motherboard production

OEM supplier impact on buyer competence development

The ODM Model and Co-Evolution in the Global Notebook PC Industry: Evidence from Taiwan

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