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The purpose of this paper is to examine the relationships among taking a prospector local-market focus, managerial ties (business ties and political ties) and performance in the Chinese market.

This study, using a sample of 371 Taiwanese subsidiaries of multinational corporations (MNCs) in China, applies regression analyses to investigate the following questions: does taking a prospector local-market focus negatively impact performance? Do managerial ties (business ties and political ties) positively impact performance? Do these managerial ties positively moderate the effect of the taking a prospector local-market focus on performance?

Taking a prospector local-market focus negatively impacts the performance of MNC subsidiaries. Business ties positively impact the performance of MNC subsidiaries, as do political ties. Finally, the impact of a prospector local-market focus on performance is positively moderated by business ties.

The Chinese market is still a guanxi exchange business system and political connections usually require significant investment in exchange for advantageous market conditions. Thus, political ties must be carefully considered by MNC subsidiaries when they employ a prospector local-market focus in the Chinese business environment.

First, this study clarifies the key relationship between the strategic choice of taking a prospector local-market focus and performance of MNC subsidiaries in the Chinese market. Second, it identifies the moderating role of managerial ties (political and business ties) in influencing the relationship between a prospector local-market focus and subsidiary.

The purpose of this paper is to provide a more robust understanding of how to develop dynamic capabilities (DCs) in multiunits by examining the roles of international experience and career capital.

This study uses a survey of a sample of 413 managers in multiunits and applies structural equation modeling to determine the relationships among variables.

The analyses identify international experience as an important antecedent for the career capital of managers in multiunits; further, they show the impact of knowing-how and knowing-why among the aspects of career capital in developing DCs in multiunits.

This study offers a practical trajectory for developing DCs in multiunits by leveraging the advantages of the international experience of managers and career capital (knowing-how and knowing-why).

Previous DC studies ignored the development of DCs in multiunits and ignored the role of the manager in multiunits. This paper contributes to the theoretical view of this subject in two important ways: first, it identifies a new pivotal role for career capital (knowing-how and knowing-why) in enabling DC development; second, it shows that the international experience of managers is an important antecedent of career capital advantage and of developing DCs in multiunit routines.

The purpose of this paper is to provide a more robust understanding of the development of dynamic capabilities (DCs) in service multi-units with different cultural distances (CD) (high (HCD) and low (LCD)) through the routines of embedded social capital (structural and relational) and knowledge archetype (exploitative and exploratory) learning.

The authors used survey questionnaires and structural equation modeling to discriminate the relationships among variables.

The authors found that structurally embedded social capital has a positive influence on exploratory knowledge learning in HCD service multi-units; relationally embedded social capital has a positive influence on knowledge archetype (exploitative vs exploratory) learning in both HCD and LCD service multi-units; and knowledge archetype learning has a positive influence on the development of DCs in both HCD and LCD service multi-units.

The results identify the central role of social capital (structurally and relationally embedded) in enabling knowledge archetype learning and the development of DCs in service multi-units. In addition, this study provides a description and comparison of how structurally and relationally embedded social capital are key antecedents in knowledge archetype learning and the development of DCs in the context of service multi-units with different HCD and LCD.

The results provide a practical trajectory for the development of DCs in multi-units of multinational corporations in the service industry with different HCD and LCD.

The purpose of this paper is to identify the critical driving drivers of dynamic competitive capability (DCC) from the perspective of dynamic learning mechanisms (DLM), a viewpoint that has been neglected by prior studies. This paper's implicate previous research utilizing the resource‐based view (RBV) as tautological animadversion, and provide a clear theoretical model for developing DCC, especially as it relates to alliance organizations.

The pertinent literature is reviewed and five case studies were conducted on firms in Taiwan to identify and verify what drivers of DLM influence the evolution of DCC.

The paper finds that external linkages, previous experience, repeated practice, experience codification, and the integration power of managers play key roles in developing DCC, while ambiguity has a negative impact.

Strategic utilization of these DLM drivers enhances the DCC of alliance organizations. The results provide a reliable basis for developing the DCC of enterprises and improving the success of business activities.

This research closes the gap of previous research on developing DCC via DLM, and defines a clear theoretical model. Thus, this work provides a framework for firms to maintain dynamic, long‐term competitive advantages in varied and fast‐paced environments.

The purpose of this paper is to provide a more robust understanding of how to deploy multiunit organizations’ dynamic capabilities (DCs) by examining the roles of embedded social (structural and relational) capital and knowledge archetype (exploitative and exploratory) learning.

This study uses 315 multiunit samples and structural equation modeling to determine the relationships among the variables.

The analysis reveals that, while embedded structural social capital exerts a positive influence on exploratory knowledge learning in multiunit organizations, embedded relational social capital exerts a positive influence on knowledge archetype (exploitative and exploratory) learning. Knowledge archetype (exploitative and exploratory) learning also positively influences DC deployment in multiunit organizations.

Few DCs studies have empirically examined the roles of embedded social (structural and relational) capital and knowledge archetype (exploitative and exploratory) learning in multiunit organizations. The results of this study address the failure of past theoretical perspectives on DCs to fully specify and verify the links between the roles of embedded social (structural and relational) capital and knowledge archetype (exploitative and exploratory) learning.

This paper offers one practical trajectory for DC deployment in modern multiunit organizations and offers two contributions to the theoretical perspectives on DCs. First, it identifies the critical role of embedded social capital in enabling knowledge archetype learning and DC deployment, which had never been fully specified or verified in the DCs literature. Second, it identifies the importance of DCs’ deployment trajectory in multiunit organizations’ routine processes.

The purpose of this paper is to identify the role of a company’s external informal relationships in the internationalization process.

To achieve the aim of this paper, a qualitative research was undertaken. The data used for analysis were obtained through face-to-face interviews with representatives of 20 companies.

There are two main findings of the research. First, on the basis of the analysis of the interviews, it was possible to identify 14 different outcomes of informal relationships with external actors in the internationalization process. Second, the outcomes have been assigned to different stages of the internationalization process, thereby covering the whole range of a company’s development timeline.

This paper illustrates and confirms the important and positive role of the informal relationships developed by a company with external actors in the internationalization process and indicates that it can change over time depending on the stage of the internationalization.

The purpose of this study is to examine the mediating and moderating processes that link crisis management to tourist attitude changes and hygiene/safety perceptions through destination image.

Data from 524 tourists and structural equation models were used to examine the tourists’ perceptions of attitudes, safety perceptions and destination images in Taiwan.

The effectiveness of crisis management may positively influence destination image through attitude changes and hygiene/safety perceptions. This study also confirms that information sharing may not only speed up the process of positive destination-image development but also strengthen relationships among the critical attributes of crisis management.

As the impact of the COVID-19 crisis continues, it is critical to understand the role of crisis management in destination image and identify how attitudes or behavior intentions can be affected in the fast-spreading network of information sharing in an increasingly competitive tourism and hospitality market.

本研究的目的是检验如何通过中介和调节过程将危机管理与卫生/安全感知、游客态度变化和目的地形象联系起来的。

数据来自 524 名游客, 并通过结构方程模型 (SEM)进行分析 , 用于检验游客对台湾的态度、安全感知和目的地形象的看法。

危机管理的有效性可以通过态度改变和卫生/安全认知对目的地形象产生积极影响。目前的研究还进一步显示信息共享不仅可以加速积极的目的地形象发展过程, 还可以加强危机管理的关键属性之间的关系。

随着 COVID-19 危机的影响持续, 了解危机管理在目的地形像中的作用, 并确定态度或行为意图如何在竞争激烈的旅游和酒店市场中影响快速传播的信息共享网络至关重要。

El propósito de este estudio es examinar los procesos de mediación y moderación que vinculan la gestión de crisis, con los cambios de actitud de los turistas y las percepciones de higiene/seguridad a través de la imagen del destino.

Se utilizaron datos de 524 turistas, así como la metodología de ecuaciones estructurales (SEM), para examinar las percepciones de los turistas sobre la influencia del coronavirus 2019 (COVID-19) en el comportamiento del consumidor en forma de actitudes, percepciones de seguridad y destino sobre imágenes en Taiwán.

La eficacia de la gestión de crisis puede influir positivamente en la imagen del destino a través de cambios en la actitud y percepciones de higiene/seguridad. El estudio también confirma, que el intercambio de información no solo puede acelerar el proceso de desarrollo de una imagen positiva del destino, sino también fortalecer las relaciones entre los atributos críticos de la gestión de crisis.

A medida que continúa el impacto de la crisis del COVID-19, es fundamental comprender el papel en la gestión de crisis, imagen del destino e identificar cómo las actitudes o las intenciones de comportamiento pueden verse afectadas por la rápida expansión e intercambio de información, en un cada vez más competitivo mercado turístico.

This study attempts to use a new source of data collection from open government data sets to identify potential academic social networks (ASNs) and defines their collaboration patterns. The purpose of this paper is to propose a direction that may advance our current understanding on how or why ASNs are formed or motivated and influence their research collaboration.

This study first reviews the open data sets in Taiwan, which is ranked as the first state in Global Open Data Index published by Open Knowledge Foundation to select the data sets that expose the government’s R&D activities. Then, based on the theory review of research collaboration, potential ASNs in those data sets are identified and are further generalized as various collaboration patterns. A research collaboration framework is used to present these patterns.

Project-based social networks, learning-based social networks and institution-based social networks are identified and linked to various collaboration patterns. Their collaboration mechanisms, e.g., team composition, motivation, relationship, measurement, and benefit-cost, are also discussed and compared.

In traditional, ASNs have usually been known as co-authorship networks or co-inventorship networks due to the limitation of data collection. This study first identifies some ASNs that may be formed before co-authorship networks or co-inventorship networks are formally built-up, and may influence the outcomes of research collaborations. These information allow researchers to deeply dive into the structure of ASNs and resolve collaboration mechanisms.

This paper aims to propose a new model and examine how night market entrepreneurs have achieved a competitive advantage in strongly competitive markets.

Two statistics methods, multiple regression analysis and structural equation models (SEM), were used to test the hypotheses for a sample of 346 vendor cases.

The results indicate that competitive aggressiveness and being proactive are positively related to risk-taking among night market vendors, which, in turn, has a positive effect on innovativeness. Further, the findings also indicate that risk-taking positively influences innovativeness and, in a mediating role, also affects competitive advantages through innovativeness.

Results of this study suggest that if night market entrepreneurs demonstrate innovativeness, positively develop new products and new services and attract customers to buy them, then they will have unique and attractiveness in the night markets, thus giving themselves relative competitive advantage.

This research is the first comprehensive examination of entrepreneurship among night market entrepreneurs to study the competitive advantages of different facets, which may provide a benchmark for future studies.

The purpose of this paper is to propose a new integrated model that combines the concepts of network ties (e.g. political ties and business ties), the organization of internal critical attributes (such as social capital, human capital and innovation capability) and analyses of how those critical attributes influence organization performance and competitive advantage.

A structural equation model and three-way interactions in moderated multiple regressions was used to test the hypotheses on a sample of 621 cultural and creative industry (CCI) managers in Taiwan.

The results indicate that human capital mediates the relationship between social capital and innovation capability. Furthermore, innovation capability also plays a mediating role in connecting the relationships between human capital, competitive advantage and organizational performance. The findings indicate that business ties strengthen the relationship between social and human capital. The level of human capital is at its peak when social capital, business ties, and political ties considerably interact with one another.

The present study conceptualized the topic and systematized the questionnaire design and data collection, statistical analysis, and report writing. This study performs a systematic analysis to present the research but does not employ in-depth qualitative interviews to analyse the essential attributes of the different entrepreneurial styles. In-depth interviews enable the interviewees to completely depict their feelings, experiences, motivations, emotions and attitudes. Thus, this method can provide an in-depth analysis. Studies can be conducted to analyse the complexity of the processes involved.

This study determines and emphasizes that networking with various factors to create innovation is the key to enhancing competitive advantage and organizational performance. Innovation is a unique characteristic and a basic kinetic energy that affects various strategic organizational behaviours that positively influence competitive advantage and facilitate organizational performance. Hence, CCI firms need to consider market orientation and innovation in this highly competitive environment.

To the best of the knowledge, how CCI firms use networking sources to create competitive advantage and organizational performance, thereby promoting the development of the CCIs of Taiwan, has not been analysed in the tourism-related literature. Thus, the present study provides a significant contribution to the human capital literature, in which empirical research analyses the three-way interaction and demonstrates the empirical insights that may be used to study human capital. The findings reported in this study will encourage future researchers to employ multilevel human capital perspectives.