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The study examines how process/organizational innovation and R&D spending mediate the relationship between financial performance and the resource dependence theory in Fintech, providing insights into effective innovation strategies for achieving sustainable financial performance.

Data from 191 financial firms in Taiwan was collected from annual reports using the Taiwan Economic Journal (TEJ), a financial information provider. Content analysis was used to measure innovation activities and financial performance, with process and organizational innovation defined. R&D expenditures were also collected and used in statistical analysis to explore the relationship between variables.

This study on the financial services industry shows that process innovation and R&D expenditure positively impact firm performance, while organizational innovation may have a negative short-term effect but could have long-term benefits.

Limitations of this study include vulnerability to spurious effects and the use of data from only listed financial service firms. Future research should use more short-term performance data and include unlisted firms in the financial services industry to extend the study’s coverage.

This study extends resource dependence theory to financial services and explores the effects of process and organizational innovation on firm performance. Results show that internal process management boosts performance, while external collaboration with startups enhances Fintech innovation and efficiency, with positive short-term effects. The study highlights the importance of interacting with external organizations to access resources and improve performance in financial services.

The paper proposes customer involvement can be considered an organization-level construct of knowledge creation in the new process development. Specifically, the paper evaluates three distinct organizational practices as knowledge antecedents – competitor orientation, social network and internal coordination – that can facilitate the adoption of customer involvement in the process innovation development.

The paper empirically tests this theory for 2,000 firms that are stratification sampled from a population of 33,844 Taiwanese firms, and a data set of 170 valid questionnaires is collected. The questionnaire was mainly modified from a Kim and Kim (2010) measure which was designed based on the 3rd edition of the Oslo Manual OECD/Eurostat 2005. The concept of customer involvement in new service development proposed by Alam (2002) was also applied to the questionnaire.

(1) The antecedents of customer involvement, which include competitor orientation, external social networks and internal coordination, function as a determinant to nourish customer involvement. (2) Customer involvement significantly positively mediates the relationship between knowledge antecedents and new process performance. (3) Customer involvement is a crucial knowledge creation for improving the new process innovation performance in manufacturing firms.

Two basic tenets of theory building serve as the foundation of the model in this paper. First, research on customer involvement is augmented by showing that customer involvement can emerge as a shared perception among organizational members that is distinct from individual-level involvement. Moreover, customer involvement in process innovation can help firms manage their knowledge and further enhance firm performance. Second, the knowledge management model provides a key lens through which researchers can take a process-oriented view that focuses on customer involvement as a unique capability that firms can develop in process innovation.

Studies have shown that customer orientation has a substantial impact on a business's success. This study examines the effects of positive personality on salespeople's proactive customer orientation (PCO) and responsive customer orientation (RCO) by incorporating the effects of job enthusiasm and transformational leadership.

A questionnaire survey is conducted. A total of 511 questionnaires are received from Taiwan's life insurance salespeople. Partial least squares (PLS) regression is used to test the hypotheses.

The results show that positive personality influences PCO and RCO both directly and indirectly through job enthusiasm. The effect of transformational leadership is also found to be significant. Financial service companies should be concerned about the important role of positive personality and transformational leadership in promoting job enthusiasm, PCO and RCO among salespeople.

Previous studies mostly focused on the direct relationship between customer orientation and organizational outcomes, neglecting the role of individual personality. This gap leaves us wondering how a positive personality influences a salesperson's proactive and responsive customer orientation. To the authors' knowledge, this is the first study to examine the mechanisms of a positive personality, job enthusiasm, and transformational leadership on salespeople's PCO and RCO.