Suchergebnisse

Purpose
This study aims to argue that manufacturers with more exploration orientation (compared to exploitation orientation) have higher degrees of export marketing internalization (EMI) of branding and channels.


Design/methodology/approach
The authors use a multisource survey collecting data from 161 Taiwanese high-tech manufacturers in emerging markets.


Findings
The results show that manufacturers with more exploration orientation have higher degrees of EMI of both branding and channels. This work also reveals that relational ties with supply chain peers can strengthen this proposed positive effect on the EMI of channels while weakening the positive proposed effect on the EMI of branding.


Originality/value
Accordingly, this study enriches the resource-based view (RBV) literature by showing how firms' unique resource portfolios affect their adopted EMI strategies in two ways: (1) firms design their EMI based on their value maximization of core competences (e.g. ambidexterity capability), and (2) firms face resource inconsistency when designing their EMI of different marketing activities.

PurposeDrawing on social capital theory, we extend the concept of supply chain capital to examine whether structural and relational capital can strengthen the complementary capabilities of suppliers and enhance their performance.Design/methodology/approachThe empirical study was conducted on 161 precision mold equipment suppliers. To evaluate the mediated moderation model of supply chain capital, we applied multiple linear regression to test our hypotheses.FindingsWe found that both structural and relational capital positively affect the complementary capabilities of suppliers and that these capabilities mediate the relationship between supply chain capital and supplier performance. Furthermore, structural capital positively and significantly moderates the mediating effect on the relationship between complementary capabilities and supplier performance.Research limitations/implicationsThis study provides suggestions for suppliers that are equipped with sufficient structural and relational capital to effectively enhance their complementary capabilities. By considering the interaction between structural capital and complementary capabilities, suppliers can effectively improve their performance.Originality/valueThis novel research develops a theoretical model to examine the antecedents and consequences of supplier complementary capabilities. We contribute to a new line of research on supply chain capital, which aims to explore how it affects the complementary capabilities of suppliers by examining a practical supply chain activity setting.

PurposeDrawing upon an integrative perspective from intellectual capital theory with upper echelon theory, we examined how intellectual capital affects resource integration capability and subsequent strategic decision-making under weak versus strong top management team (TMT) involvement behavior. The purpose of this study was to investigate the relationships between intellectual capital and strategic decision-making and the mediated moderating effect between intellectual capital and decision-making on small- and medium-sized enterprises (SMEs).Design/methodology/approachUsing statistical empirical analysis, we tested our research hypotheses via large-scale survey data from 323 SMEs. A regression analysis was applied to intellectual capital, resource integration capability and TMT involvement behavior to estimate their influence on strategic decision-making.FindingsOur findings suggest that the positive effect of intellectual capital on strategic decision-making via resource integration capability is conditional on TMT involvement behavior, underscoring the role of resource integration capability and TMT involvement behavior in intellectual capital. The results also indicate that intellectual capital and resource integration capability strengthen positive decision-making relationships. Furthermore, TMT involvement behavior strengthens the positive interaction effect of intellectual capital with resource integration capability.Practical implicationsIntellectual capital is a critical and preeminent strategic resource for strengthening strategic decision-making, especially for SMEs. Notably, trends related to intellectual capital can be used to explore the management of SMEs and the corresponding contributions to and improvements in strategic decision-making. Specifically, intellectual capital can be used by SME management teams to formulate and implement relevant strategic decisions and enhance the effectiveness of decision-making, which are critical steps for success in decision-making processes.Originality/valueThis research explored the relationships among intellectual capital, resource integration capability, TMT involvement behavior and strategic decision-making in a comprehensive mediated moderation model; it is the first known study to highlight that intellectual capital can enhance strategic decision-making and provide managerial implications regarding how to align resource integration capability and TMT involvement behavior while performing strategic decision-making.