Search results

This chapter analyzes the properties of an alternative least-squares based estimator for linear panel data models with general predetermined regressors. This approach uses backward means of regressors to approximate individual specific fixed effects (FE). The author analyzes sufficient conditions for this estimator to be asymptotically efficient, and argue that, in comparison with the FE estimator, the use of backward means leads to a non-trivial bias-variance tradeoff. The author complements theoretical analysis with an extensive Monte Carlo study, where the author finds that some of the currently available results for restricted AR(1) model cannot be easily generalized, and should be extrapolated with caution.

Be that as it may, BC is computationally costly, has restricted versatility and brings about critical transmission capacity upward and postpones, those seems not to be fit with Internet of Things (IoT) setting. A lightweight scalable blockchain (LSB) which is improved toward IoT necessities is suggested by the authors and investigates LSB within brilliant house setup like an agent model to enable more extensive IoT apps. Less asset gadgets inside brilliant house advantage via any unified chief which lays out common units for correspondence also cycles generally approaching and active solicitations.

Federated learning and blockchain (BC) have drawn in huge consideration due to the unchanging property and the relevant safety measure and protection benefits. FL and IoT safety measures’ difficulties can be conquered possibly by BC.

LSB accomplishes fragmentation through shaping any overlaid web with more asset gadgets mutually deal with a public BC and federated learning which assures complete protection also security.

This overlaid is coordinated as without error bunches and reduces extra efforts, also batch leader will be with answer to handle commonly known BCs. LSB joins some of advancements which also includes computations related to lesser weighing agreement, optimal belief also throughput regulatory body.

Although there have been many discussions on the status and development of original equipment manufacturers (OEMs), theory on how they survive is minimal. Little is known about how OEMs survive and upgrade to other business models, such as original design manufacturers (ODMs) and original brand manufacturers (OBMs), in emerging economies. The purpose of this paper is to extend the theory on the survival path of OEMs from the perspective of emerging countries by examining how OEMs survive cost pressures and upgrade to ODMs or OBMs.

Using a multi-case study method, this study analyzes the survival path employed by OEMs by examining eight firms in the Chinese toy industry.

This study shows that OEMs remain weak in the global toy industry chain due to labor costs. While some OEMs move to low-cost regions, others turn to OBM management, after transitioning through an ODM model, by investing in research and development and marketing.

This study explores the survival paths of OEM enterprises, showing that OEMs can first upgrade to ODMs and then to OBMs, or they can directly upgrade to OBMs. Shifting from OEM to ODM is an important step in the transition process, although the contract that OEMs have with their foreign partners does not change significantly.

Channel conflicts between initial providers (IPs) and independent middlemen (IMM) can hinder the market penetration of IPs, especially for small- and medium-sized enterprises with low brand awareness.

A case study is used to describe the introduction of an agent-friendly graphic user interface (AFGUI) as a compromise for the basic needs of the IP and IMM, both for the successful market entry of IPs and to encourage the IMM to accept original brand manufacturing (OBM), which can maximize the benefits of IPs after a successful product/service launch.

This case study shows that the AFGUI significantly contributes to increasing the IMM’s OBM selection. Comparing the “before AFGUI introduction” group to the group of IMMs who have been SeaHerb’s – a manufacturer of brown seaweed extract – IMM for fewer than three years shows that the latter group’s OBM selection can positively affect the order amount.

The AFGUI can integrate traditional offline distribution channel systems into online distribution systems. Regarding the AFGUI’s functional effectiveness for preventing fake sellers and fake products, further research on its adoption by online platform providers (e.g. Amazon and eBay) is recommended.

This paper reveals an under researched phenomenon: the ways that export-oriented, original equipment manufacturing (OEM) clothing companies upgrade to original brand manufacturing (OBM), and the implementation challenges involved, especially at the high end of the market. In order to provide an in-depth understanding of this particular phenomenon, this research adopts a qualitative form of methodology and features a case study of recent business practice in Hong Kong.

The background of the Hong Kong clothing manufacturers is examined from the perspective of the global commodity chain (GCC). A review of OBM opportunities in Hong Kong is conducted and the possible explanations for initiating OBM are also identified.

The insights from the Fenix case study reveals the advantages of adopting an indirect path towards achieving OBM, factors governing decisions and actions during the transformation, inherent obstacles of branding in the high-end market and the synergies of running the OEM and OBM business models in one company. These insights serve as an example of success in both transforming the enterprise from OEM to OBM and diversification of markets to sustain OBM business activities.

The purpose of this paper is to investigate whether value‐creating activities and intellectual capital (IC) accumulation are affected by different business models.

Field visitations and interview‐based questionnaires are used for data collection. This study uses the structural equation model to examine Taiwanese original equipment manufacturers (OEMs) and original brand manufacturers (OBMs) in China.

Empirical results show that Taiwanese OEMs and OBMs adopt different combinations of value‐creating activities, which results in differences in IC accumulation. Taiwanese OEMs have engaged in manufacturing and innovation activities, and have created process and innovation capitals. By contrast, Taiwanese OBMs have developed their marketing channels, human resources, innovation centres, and social networks, and have accumulated their human, customer, process and innovation capitals.

Taiwanese OEMs have cultural advantages and have built productive infrastructure in China. Therefore, these enterprises should transform their business models into OBMs to enhance their market performance. Foreign investors could leverage the experiences and IC of Taiwanese enterprises to make their investments run more smoothly.

This paper contributes to the existing literature by investigating relationships among business models, value‐creating activities, and IC. This study also provides useful guidance for enterprises considering investing in China and for academics researching in this area.

This study aims to investigate whether higher value creation leads to higher value appropriation and to identify the boundary conditions in a buyer–supplier relationship that can explain why a particular supplier can appropriate higher value than others.

The study uses questionnaire surveys. The sample of the survey has 150 publicly-listed supplier firms in Taiwan. The unit of analysis is the buyer–supplier relationship.

In the buyer–supplier relationship, suppliers’ bargaining power, partnership and a supplier’s original brand manufacturing (OBM) business can strengthen the positive relationship between value creation and value appropriation.

This study adopts the unilateral viewpoint of suppliers; however, some constructs might require dyadic evaluation. This study only explores the spillover effect of OBM business on the relationship between value creation and appropriation.

The spillover effect of a supplier’s OBM business in a buyer–supplier relationship allows the buyer to share more common benefits and the supplier to capture more private benefits as compensation. By broadening its customer base, a supplier can increase its bargaining power. A supplier can also maintain a strategic partnership with each essential buyer.

To avoid the dark-side effect of partnership, the model provides the contingency that a supplier can capture more value from a buyer–supplier relationship.

The purpose of this paper is to examine the synergistic effects of online multimedia by categorizing it into online broadcast media (OBM) and online interactive media (OIM).

The authors used an online experiment method to manipulate the online message stimuli level (online media synergy and online single media repetition).

The results revealed that participants exposed to message stimuli of online media synergy reported greater source credibility, cognitive responses (brand credibility and positive thoughts about the brand), attitude toward the brand and purchase intention. In online multimedia, source credibility influences attitude toward the brand through brand credibility and positive thoughts about the brand; in online single media repetition, source credibility influences attitude toward the brand through only brand credibility.

In addition, the relationship between online media synergy and marketing outcomes might be moderated by consumers’ goals and thought patterns, and future research could further explore the moderating effects of these variables.

This study contributes to media synergy research, assists marketing planners in their understanding of the importance of online media synergy and serves as a reference for marketing planners considering an integrated online marketing plan.

The current study investigated how the synergy of OBM and OIM influences message persuasiveness for consumers (cognitive responses, attitude toward the brand and purchase intention).

In research on the circular economy, business models are often taken as a focal point since their essential functions are both to create value and to capture part of that value. This chapter investigates whether and how circular business models can be “opened up” to creating and capturing value by utilizing a firm’s main asset not only in its own operation but also in other firms’ businesses. We hereby take the perspective of producing companies which face various challenges over the entire product life cycle and empirically analyze a case of five companies which are part of a joint innovation toward circularity in the plastics industry. Building on a grounded theory approach, we propose a new framework for companies which combines insights about open business models with circularity. When moving toward circularity, producing companies are advised to expand their dyadic perspective of suppliers, on the one hand, and customers, on the other hand, to a network perspective and open their business models.

China is a leading country in the production, consumption and exports of value-added wood products. Despite this fact, the sources of competitiveness and the existing strategies in the Chinese wood products companies have not been profoundly studied in an international context. The purpose of this paper is to fill these gaps by exploring managerial perceptions of these issues.

The theoretical ingredients originating from the value chain theory, functional upgrading, the dynamic capability perspective and the natural resource-based view were combined to explore the shift of business functions and sources of the firm-level competitiveness in the Chinese wood products companies. In the empirical part, data from qualitative semi-structured interviews made with 28 managers of seven companies in China based on the case study method were used.

Our results indicate a transition from non-branded manufacturing to original equipment manufacturing to original brand manufacturing business model. With this strategic transformation, the amount of resources and the relative importance of intangible resources increased and the nature of tangible resources also changed.

Chinese companies tend to shift from low-value-added to high-value-added products production. Our results are not only informative about the current situation of the Chinese wood products companies, but also can be used as a background for assessing the impact of China’s increasing competitiveness on the future international wood products market.

The dynamic capability perspective was incorporated in a new empirical approach to study the strategic management of woodworking industries, and our results provide new information on the importance of intangible resources for firm competitiveness.