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Article
Publication date: 2 February 2010

Yen‐Tsung Huang and Wenyi Chu

Faced with increased global competition, suppliers must continually update their technology and capabilities to effectively respond to the rapid changes in customer requirements…

2059

Abstract

Purpose

Faced with increased global competition, suppliers must continually update their technology and capabilities to effectively respond to the rapid changes in customer requirements. In the original equipment manufacturer (OEM) supply relationships, it is particularly important for suppliers to enhance their product development capabilities by learning from customers. However, few existing studies have empirically explored this issue. This paper aims to fill some of the gaps.

Design/methodology/approach

Based on the organisational learning perspective, this paper investigates learning between the suppliers and customers of OEM relations as well as its impact on suppliers' product development capabilities. Structure equation modelling was used with data collected from 147 OEM supply relations of 117 Taiwanese information technology (IT) companies. The relationships among learning intent, interactive learning, internalised learning, and product development capabilities were examined.

Findings

Results show that suppliers with a high learning intent are able to facilitate inter‐organisational and intra‐organisational learning to enhance their product development capabilities.

Originality/value

The paper proposes and empirically tests a model to explain how the OEM suppliers' product development capabilities are enhanced by the relationships between learning intent, inter‐organisational learning, and intra‐organisational learning.

Details

Journal of Business & Industrial Marketing, vol. 25 no. 2
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 11 November 2013

Yen-Tsung Huang and Ya-Ting Tsai

Building a strong brand is an important way to build a competitive advantage in the marketplace. Brand-oriented companies regard their brands as strategic resources, and they…

2673

Abstract

Purpose

Building a strong brand is an important way to build a competitive advantage in the marketplace. Brand-oriented companies regard their brands as strategic resources, and they create value and increase competitiveness by building a strong brand. However, studies on how companies become brand-oriented and how brand orientation influences brand performance are still rather limited. Therefore, the purpose of this paper is to propose a theoretical model explaining what factors contribute to brand orientation, as well as the impact of brand orientation.

Design/methodology/approach

Questionnaire surveys were distributed to branding companies in Taiwan. The sample data of 106 branding companies were collected in order to test the theoretical model using partial least squares (PLS).

Findings

The empirical results showed that organizational resources (product differentiation capability), organizational structure (cross-function departmental integration), and organizational culture (members' organizational identification and long-term remuneration criteria) could facilitate the building of brand-oriented companies. It was also found that a higher level of brand orientation contributed to better brand performance.

Practical implications

According to this research, corporate managers can understand how to build brand-oriented companies by shaping their organizational context. In other words, if companies want to become brand-oriented, they should build product differentiation capabilities, promote cross-functional integration among departments, and develop an organizational culture with high organizational members' identification and long-term remuneration criteria.

Originality/value

This paper is the first study to propose some antecedents of brand-oriented companies based on the organizational context perspective. The empirical results of this study illustrate how companies can become brand-oriented by arranging their organizational context, as well as the impact of brand orientation on brand performance.

Details

European Journal of Marketing, vol. 47 no. 11/12
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 3 August 2010

Yen‐Tsung Huang

Facing increasing global competition, firms must ceaselessly acquire new knowledge and enhance their capabilities in response to rapidly changing customer requirements. Amidst the…

2930

Abstract

Purpose

Facing increasing global competition, firms must ceaselessly acquire new knowledge and enhance their capabilities in response to rapidly changing customer requirements. Amidst the varying collaborative relationships that occur between firms, it is particularly important for firms to learn from international joint ventures. However, few existing studies have explored this issue empirically. Rooted in the organizational learning perspective, this study seeks to investigate the learning intent, learning process and learning outcomes of host parent companies taking part in international joint ventures, and to propose and verify a theoretical model of learning for host parent companies.

Design/methodology/approach

The study used Taiwanese firms as research objects and employed the survey method to collect sample data. In total, 64 international joint ventures involving Taiwanese firms were collected and analyzed. The objective of this study was to examine the relationships between latent constructs, such as learning intent, learning process and learning outcome. Thus, the structural equation modeling approach was adopted to test the theoretical model. However, the sample size used in this study was small, so the partial least squares (PLS) method was employed.

Findings

The empirical results showed that a parent company's learning outcome is affected by the interaction between the parent company and the joint venture, as well as the internal knowledge integration capacity of the parent company. The interaction between the parent company and the joint venture will simultaneously drive the parent's intra‐organisational knowledge integration. Moreover, the parent company's strategic intent to learning from the joint venture will affect the parent company's knowledge integration, along with the interaction between the parent company and the joint venture. Likewise, the parent company's learning intent will affect its evaluation of the joint venture's knowledge, while further influencing its intra‐organizational knowledge integration.

Originality/value

The paper combines the perspectives of learning intent, learning process and learning outcomes in order to propose and test empirically a model that explains how the host parents of developing countries enhance their knowledge and capabilities by means of international joint ventures. Thus, the study attends to the deficiency of the literature in addressing the field of learning through international joint ventures. It also provides some insights and suggestions for firms that regard alliance strategy as a learning opportunity for enhancing a firm's knowledge base and organizational capabilities.

Details

Journal of Business & Industrial Marketing, vol. 25 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Available. Content available
Article
Publication date: 3 August 2010

Linda D. Peters and Andrew D. Pressey

1032

Abstract

Details

Journal of Business & Industrial Marketing, vol. 25 no. 6
Type: Research Article
ISSN: 0885-8624

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