The impact of OEM supplier initiatives on buyer competence development: The moderating roles of collaborative relationship and competitive environment

Liu, Feng-Hsu; Tsou, Hung‐Tai; Chen, Lu‐Jui

doi:10.1007/s10490-011-9266-4

Cited by 19 publications

(25 citation statements)

References 66 publications

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“…Taken together, the two samples yielded usable data from 148 subsidiaries located in the Shanghai region achieving response rates of 12 and 14 percent respectively, which is low but seems acceptable given the response rates between 16 and 23 percent achieved by similar studies (Chen et al , 2010; Liu et al , 2011; Luo and Park, 2001; Van der Stede et al , 2006; Fleming et al , 2009). We made sure that the requirements for inclusion into the sample were met in all cases.…”

Section: Methodsmentioning

confidence: 85%

Influencing foreign subsidiary decisions through headquarter performance measurement systems

Mahlendorf

Rehring²,

Schäffer³

et al. 2012

Management Decision

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PurposeThis paper aims to investigate the ability of performance measurement systems (PMS) that were implemented by headquarters at foreign subsidiaries to influence decisions made by the subsidiary. This is important because PMS are important control mechanisms in the relationship between headquarters and subsidiaries within multinational firms.Design/methodology/approachAcknowledging that controlling foreign subsidiaries is particularly challenging when they are geographically distant to headquarters, the authors collect survey‐based data from Chinese subsidiaries of multinational firms. They develop several hypotheses which are tested on a sample of 148 subsidiaries using multiple regression analysis.FindingsThe results suggest that the influence of headquarter‐designed PMS on subsidiary decisions is higher when the compensation of subsidiary management is linked to PMS, when additional formal control is enforced, when PMS are affected by external events, when PMS are comprehensive, and when subsidiaries are embedded into the local business environment. Also, the authors find a negative interaction effect between comprehensive PMS and the extent to which PMS are affected by external events on the decision‐influence of PMS.Research limitations/implicationsLimitations arise from the study setting in China. As management accounting research originates from and has mostly focused on Western countries, it remains somewhat unclear whether the constructs and instruments used in this study are fully transferable to China, despite the statistical and conceptual remedies that were applied.Originality/valueThe study offers new insights into the role of PMS in multinational companies. It extends earlier research by offering empirical evidence from one of the most important emerging economies. As such, the results are relevant for almost every global firm using PMS to control foreign subsidiaries.

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Section: Methodsmentioning

confidence: 85%

Influencing foreign subsidiary decisions through headquarter performance measurement systems

Mahlendorf

Rehring²,

Schäffer³

et al. 2012

Management Decision

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“…Consistent with previous open innovation research that views open innovation development as a process of knowledge management (Gassmann & Enkel, 2004), we adopt of the lens of the knowledge-based view (Grant, 1996) to use knowledge as a foundational dimension to configure open innovation strategies. Although knowledge dimension may evolve naturally, the other stream of open innovation research suggests that, with the rise of open innovation activities increasingly involving a multiplicity of practices, relationships do matter in open innovation activities (e.g., Wang, Chang, & Shen, 2015;Du, Leten, & Vanhaverbeke, 2014;Liu, Tsou, & Chen, 2013;Sisodiya et al, 2013). As West and Bogers (2014) note, open innovation activities need relationships to external sources of knowledge inputs.…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Establishing a typology of open innovation strategies and their differential impacts on innovation success in an Asia-Pacific developed economy

Cheng

Shiu

2019

Asia Pac J Manag

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Firms use open innovation strategy to explore external knowledge or exploit internal knowledge to benefit their product/service innovations, and thus enhance their innovation performance. However, a lack of relational mechanisms makes it more difficult for collaborative partners to share their knowledge assets. Existing literature lacks a clear explanation of how knowledge and relational mechanisms simultaneously function for innovation success. In response, this study attempts to answer: (1) Can archetypes of open innovation strategies be identified by knowledge and relational mechanisms simultaneously? And, (2) Do they differ in their ability to predict innovation success under the condition of innovation process characteristics? An exploratory study of 78 open innovation firms reflects four archetypes of open innovation strategies. A subsequent cross-industry survey of 248 open innovation firms in Taiwan reveals that the four archetypes of open innovation strategies result in varying degrees of innovation success, and innovation process characteristics positively moderate such associations.

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“…Proactive suppliers who can appropriately adapt, integrate, and reconfigure internal and external organizational skills, resources, and functional competences to meet the desires of consumers (Teece et al, 1997) will gain more attention from buyers and therefore have more opportunities to exercise their competences. Liu et al (2013) also pointed out that many suppliers are devoted to innovation and the development of exclusive business knowledge, helping to sustain a creative advantage in an outsourcing situation. A supplier that is able to present a specific creative skill or good performance will change their buyers' degree of control and encourage communication and trust.…”

Section: Proactive Market Orientation and Cmbcmentioning

confidence: 99%

“…First, although extensive scholarly work has been done on the topic of competence marketing (Zerbini et al, 2007;Berghman, Matthyssens & Vandenbemt, 2006;Moller, 2006;Li, 2011), few empirical studies have measured skills in competence-based marketing. Second, according to resource dependence theory (RDT) suppliers with a relatively weak position in the market and strong dependence on buyers will seek to reduce uncertainty and manage their dependence by restructuring their exchange relationships (Liu, Tsou & Chen, 2013). In this regard, a competence-based marketing view is employed to posit that CBMC induces buyer's feedback for supplier's product-linked development and buyer's dependence in supplier's relation-linked development.…”

Section: Introductionmentioning

confidence: 99%

Market orientation, competence-based marketing capability and firm development

Liu¹

2017

Pressacademia

Self Cite

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Purpose-The topic of competence-based marketing has attracted much attention from business scholars, further exploration of competence-based marketing capability is especially important. The main purpose of this study is to address and investigate the relationship between market orientation and original equipment manufacturer (OEM) suppliers' competence-based marketing capability, along with the impact of competence-based marketing capability on product-linked development and relation-linked development. Methodology-Based on a sample of 119 Taiwan's OEM suppliers, we used Smart PLS 2.0 to perform SEM and to evaluate both the quality of the measurement model and the interrelationships of the constructs. Findings-Empirical testing of 119 OEM suppliers suggests that a proactive market orientation has a positive influence on the development of competence-based marketing capabilities. Furthermore, the development of competence-based marketing capability leads OEM suppliers to engage in product-linked and relationship-linked development. Conclusion-The topic of competence marketing has attracted much attention from business scholars; however, no empirical studies have measured companies' capabilities in competence marketing. Therefore, the framework of this study followed linkages developed from the resource-based view (strategic orientation → organizational capabilities → organizational performance) for the purpose of exploring the antecedents and effects of CBMC.

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The impact of OEM supplier initiatives on buyer competence development: The moderating roles of collaborative relationship and competitive environment

Cited by 19 publications

References 66 publications

Influencing foreign subsidiary decisions through headquarter performance measurement systems

Influencing foreign subsidiary decisions through headquarter performance measurement systems

Establishing a typology of open innovation strategies and their differential impacts on innovation success in an Asia-Pacific developed economy

Market orientation, competence-based marketing capability and firm development

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