臺大管理論叢 NTU Management Review VOL.29 NO.1

In regards to the three articles in the field of strategy/technology management, in the article by Kuo and Lee, the authors undertake a longitudinal, case-based research to explore how a less well-endowed product supplier chooses a dual business model, which simultaneously engages both own-brand and original equipment manufacturing (OEM) businesses, and its associated decision rationales. Based on in-depth study of multiple product line cases sampled from a single organizational context, authors propose two decision constructs: segment-making capabilities and product/service innovation potential, which various types of dual business models are intertwined with. In addition, they find that in the case of exploratory products, the product supplier adopts a model where the organizational learning effect is more pronounced, while in the case of exploitative products, balancing long and short-term outcomes is the primary motive for model choice. Another article by Yeh, Hsiao, and Jaw, develops the synthesis framework to provide a holistic view for the foreign R&D partner selection process. Authors integrate the strategic motive, the learning strategy, the R&D partner selection, and the institutional contingency together and adopt the classification of stakeholders to suggest to firms the pools of potential candidates in which they can effectively select their suitable R&D partners from in the host countries. By examining the outbound FDI cases of Taiwan, they find that firms pursuing the technology acquisition will adopt the exploratory learning strategy and be more inclined to choose their R&D partners from their external stakeholders, but this inclination will be mitigated when the host countries are full of institutional voids. Nevertheless, firms pursuing market expansion may not necessarily adopt the exploitative learning strategy but instead, may undertake the exploratory learning and partner their external stakeholders when the host countries are full of institutional voids. The third article by Lo, examines how a firm’s external network affects its performance and factors that can potentially moderate the effect of networks on performance. By drawing