Yuan‐Chieh Chang, Yi‐Che Chen and Ting‐Kuei Kuo
The purpose of this paper is to examine the strategic technology outsourcing of corporate ventures from an integrated perspective.
Abstract
Purpose
The purpose of this paper is to examine the strategic technology outsourcing of corporate ventures from an integrated perspective.
Design/methodology/approach
The proposed model argues that technology sourcing modes are jointly determined by the technological regime, industry‐specific factors and resource‐based view (RBV), as well as firm‐specific factors. Four Taiwanese top publicly traded pharmaceutical companies dedicated to biotechnology are studied.
Findings
This paper demonstrates that firms most likely to outsource technology are characterized by the following technological regime factors: reliant on external sources of innovation, tight IPR protection, path independent from the existing technology trajectory, less complexity, easy to codify and having resource‐based (RB) factors: irrelevant to the core competence, weak complementary assets, and autonomous innovation.
Practical implications
Current approaches generally focus on technology sourcing with a single strategic theory. New venture managers can apply the list of four industry‐specific factors and three firm‐specific factors of sourcing technologies to determine the appropriate sourcing modes (internal vs internal).
Originality/value
There has been little research on how technology sourcing can be done from a holistic, strategic angle. This paper demonstrates that technology sourcing strategy could be properly done by integrating multi‐levels, industry, firm and governance factors in a coordinated plan.
Details
Keywords
Hung-Yi Liao, Kang-Hwa Shaw and Zhi-Yi Che
Drawing on the perspective of trust and individual differences, this study developed and tested a model to identify the effect of leaders' demonstrated humility on employees'…
Abstract
Purpose
Drawing on the perspective of trust and individual differences, this study developed and tested a model to identify the effect of leaders' demonstrated humility on employees' feedback-seeking processes. Specifically, it examined the role of feedback orientation and employees' trust in supervisors in the way humble leadership affects employees' feedback-seeking behavior (FSB).
Design/methodology/approach
The moderated mediation model was tested using matched surveys from 175 Chinese employees and their direct supervisors from various organizations.
Findings
The results revealed that humble leadership could predict employees' FSB through supervisor trust. Moreover, feedback orientation not only moderated the relationship between supervisor trust and employees' FSB but also moderated the indirect effect of humble leadership on employees' FSB via supervisor trust.
Originality/value
These findings can provide guidance to corporate organizations on how to motivate employees to actively seek feedback to improve their job performance.