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Article
Publication date: 1 December 2022

Chi-hsiang Chen

As the application of artificial intelligence (AI) becomes more prevalent, many high-tech firms have employed AI applications to deal with emerging societal, technological and…

800

Abstract

Purpose

As the application of artificial intelligence (AI) becomes more prevalent, many high-tech firms have employed AI applications to deal with emerging societal, technological and environmental challenges. Big data analytical capability (BDAC) has become increasingly important in the AI application processes. Drawing upon the resource-based view and the theory of planned behavior, this study aims to investigate how BDAC and collaboration affect new product performance (NPP). Practically, a harmonic working team is particularly important for creating management synergies, this empirical analysis demonstrates the importance of BDAC and collaboration for NPP.

Design/methodology/approach

This paper focuses on the performance of firms that applied AI in their operations. This study collected data from firms in Greater China, including China and Taiwan, as Greater China is currently the leading manufacturer of semiconductor, electronic and electric products for AI applications in the manufacturing process. Confirmatory factor analysis and structural equation modeling is employed for statistical analysis.

Findings

The analytical results indicate that BDAC positively relates to collaboration capability (CC) in AI applications but not to team collaboration (TC). CC positively correlates with TC, and both CC and TC positively correlate with NPP. Further, the mediating effect was examined using the Sobel t-test, which reveals that CC is a significant mediator in the influence of BDAC on NPP.

Practical implications

The strategic implementation of BDAC and collaboration can allow an enterprise to improve its NPP when driven by the external environment to use AI, which further enhances NPP. These processes indicate that AI and BDAC are both crucial for the success of a company’s collaboration and for effective management to improve NPP in the face of global competition.

Originality/value

This study introduces the concept of BDAC to explain the relationship between CC and TC, as they pertain to NPP. This study presented a discussion of the theoretical and practical implications of the research findings and could provide a framework for managing BDAC.

Details

Chinese Management Studies, vol. 18 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

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Article
Publication date: 4 October 2021

Chi-Hsiang Chen

Eco-labeling will grow in importance as natural resources grow scarcer and environmental concerns increase. The purpose of this study considers team collaboration (TC) and…

458

Abstract

Purpose

Eco-labeling will grow in importance as natural resources grow scarcer and environmental concerns increase. The purpose of this study considers team collaboration (TC) and integration capability (IC) to examine the possible effects of team member’s shared vision (SV) on the performance of marketing eco-labeled products.

Design/methodology/approach

Theoretical perspectives on SV, IC and TC were studied to evaluate the development of eco-labeled products and to improve their marketing performance. A total of 247 eco-label products were sampled; confirmatory factor analysis and structural equation modeling were used for statistical analysis.

Findings

The results demonstrate that team members’ SV is positively correlated with TC. Both TC and IC are positively correlated with the performance of eco-labeled product marketing, but SV does not correlate positively with IC. The results herein also demonstrate that TC significantly mediates the effect of SV on the performance of eco-labeled product marketing.

Research limitations/implications

Firstly, this research aimed to study the effects of SV, TC and IC, particularly on the performance of marketing eco-labeled products. The analysis on other organizational performance, for example, human resource management performance or financial performance can be further studied. Secondly, further study of different products is necessary as different eco-labeled products have dissimilar product life cycle patterns. As human environmental concern grows, firms engaging in the manufacture of eco-labeling products will increase significantly and cover many different products. The analyses on different products or applications require further study to elucidate diverse management strategies.

Practical implications

An effective SV can rapidly clarify the goals and directions associated with eco-labeled marketing performance. Managers with high expectations of marketing performance can improve marketing performance when they clearly share eco-labeled product development objectives and directions. Proper IC and TC are also essential to the performance of eco-labeled product marketing.

Originality/value

This study introduces the concept of SV to explain the relationship between TC and IC as they pertain to eco-labeling product marketing. A theory of eco-labeling marketing is also presented.

Details

Journal of Asia Business Studies, vol. 15 no. 5
Type: Research Article
ISSN: 1558-7894

Keywords

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Article
Publication date: 1 June 2015

Chen Chi-hsiang

This paper aims to examine the possible benefits and effects of shared vision and integration on entrepreneurial management for new Chinese ventures. By examining new enterprises…

1553

Abstract

Purpose

This paper aims to examine the possible benefits and effects of shared vision and integration on entrepreneurial management for new Chinese ventures. By examining new enterprises, rather than already established and operating firms, this study can better demonstrate the impact of shared vision and internal or external integration on entrepreneurial performance. The empirical analyses demonstrate the importance of shared vision and both types of integration for new ventures, particularly enterprises in China.

Design/methodology/approach

This study collected data from firms in Greater China, including China, Taiwan and Hong Kong. Five hypotheses were tested, for which the total sample size was 246 respondents. Confirmatory factor analysis and structural equation modeling were applied for statistical analyses.

Findings

The results indicate that entrepreneurial vision correlates positively with shared vision. In its turn, shared vision correlates positively with internal integration and external integration. Furthermore, internal integration correlates positively with entrepreneurial performance. Although external integration is essential during new enterprise establishment, analytical results indicate that external integration is not strongly correlated with entrepreneurial performance.

Practical implications

Shared vision plays a critical role in the integration process during the establishment of new enterprises. The results of this study show that newly established firms need to put more efforts than do operating firms into integrating external resources.

Originality

/

value

This study contributes to a better understanding of the effects of shared vision and the different kinds of integration on entrepreneurial management. Knowing the driving forces behind these phenomena may help new firms to engage more actively in resources integration and enhance their entrepreneurial performance.

Details

Chinese Management Studies, vol. 9 no. 2
Type: Research Article
ISSN: 1750-614X

Keywords

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Article
Publication date: 6 June 2016

Ahmad Raza Bilal, Aaisha Arbab Khan and Michèle Eunice Marie Akoorie

This paper aims to identify the barriers that are linked to the institutional, external and social environmental factors in the emerging economies of South-East Asia (SEA)…

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Abstract

Purpose

This paper aims to identify the barriers that are linked to the institutional, external and social environmental factors in the emerging economies of South-East Asia (SEA). Through a comparative analysis of China, India and Pakistan, this study attempts to understand the constraints that might inhibit small and medium-sized enterprises (SMEs) in this region from becoming more successful.

Design/methodology/approach

This study proposes an empirical research framework to identify the constraints to determinants of SMEs’ growth (the CDSG model) in an important geographic and industrial cluster of SEA countries including China, India and Pakistan. Six propositions are tested, using data from 1,443 SMEs obtained from Enterprise Survey Data Repository database from the World Bank. Ordinary least-squares estimation is applied for statistical analyses and testing of the research propositions.

Findings

The results show the differential effects of the proposed CDSG model in China, India and Pakistan. Access to external finance is found to be irrelevant to the growth of SMEs in China, while it has a positive influence in India and Pakistan. Furthermore, in terms of the innovation process, partial mediation is traced. Using the tax rate factor, negative mediation is found between CDSG variables and SMEs’ growth. Both mediators play different roles in firm growth activities, while the level of significance of some variables is found to be more relevant to a specific region rather than to all.

Practical implications

The prudent management of the proposed CDSG variables could revolutionize the constraints facing SME growth, making them into success factors. This could invigorate the growth of SMEs’ in SEA countries. The paper concludes with practical implications for policymakers and investors.

Originality/value

This SMEs’ theoretical framework is the first to use innovation and tax rate mediators to highlight the determinants of business growth in three SEA regional economies (China, India and Pakistan).

Details

Chinese Management Studies, vol. 10 no. 2
Type: Research Article
ISSN: 1750-614X

Keywords

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