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科學及技術委員會人文社會科學研究中心）for sponsoring our editorial personnel, who
have been providing invaluable assistance to both the conferences and the publication, and
for subsidizing of open access and digital spread.

Introduction of this Edition
The following is a brief introduction to each article published in this edition. The
first article titled “Team Development Process: Its Nature and Influencing Factors” in the
field of organization/human resources by Yang and Tsai conducts an investigation into
three project teams in a hospital organization based on two mainstream team development
theories － the lifecycle model and the equilibrium model. Adopting a qualitative cross-
case comparison method, they explore the lifecycle process of team development and
multi-level factors that affect this process. They find a non-linear phenomenon in team
lifecycle development. Also, in the process of team development, the two constructs －
tasks and relationship behaviors － appear to develop separately but interact with each
other. Moreover, relatedness between project tasks and team members’ organizational
roles, leadership, psychological safety, task interdependence, team constraints, and
member churn are the five factors that are likely to accelerate or delay the team
development process. Furthermore, they find team equilibrium states tend to alter due to
the evolution of social structure and resources.
The second article titled “Examining the Value Co-Creation Mechanism of Channel
System: From Customer Engagement to Actor Engagement” in the field of marketing/
international business by Yang, Chiang, and Huang constructs a value co-creation
development model from the actor engagement perspective. The study adopts a single case
model where BRIDGECON Co., Ltd., an aesthetic medical equipment manufacturer, is the
focal case. They have in-depth interviews with eight respondents and examine the market
activities between Taiwan’s sales agents, original manufacturers, and customers. Their
findings suggest that information sharing, mutual benefit, and risk sharing drive value co-
creating among actors. Overall, the study yields a theoretically grounded classification
of value co-creating practices and recognizes the service system’s underlying process,
resources, and capabilities.
The third article titled “CEO Extraversion, Management Team Characteristics, and
Firm Operating Performance” in the field of organization/human resources by Chen,
Huang, and Tseng aims to investigate the association between CEO extraversion and
firm operating performance (measured by accounting- and market-based performance).