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To address the shortcomings of existing academic user information needs identification methods, such as low efficiency and high subjectivity, this study aims to propose an automated method of identifying online academic user information needs.

This study’s method consists of two main parts: the first is the automatic classification of academic user information needs based on the bidirectional encoder representations from transformers (BERT) model. The second is the key content extraction of academic user information needs based on the improved MDERank key phrase extraction (KPE) algorithm. Finally, the applicability and effectiveness of the method are verified by an example of identifying the information needs of academic users in the field of materials science.

Experimental results show that the BERT-based information needs classification model achieved the highest weighted average F1 score of 91.61%. The improved MDERank KPE algorithm achieves the highest F1 score of 61%. The empirical analysis results reveal that the information needs of the categories “methods,” “experimental phenomena” and “experimental materials” are relatively high in the materials science field.

This study provides a solution for automated identification of academic user information needs. It helps online academic resource platforms to better understand their users’ information needs, which in turn facilitates the platform’s academic resource organization and services.

Drawing on the organizational learning and relational governance literature, this study aims to advance a theoretical model to explain the export performance of emerging market export ventures.

This study selects quantitative methodology because the main objective of this study is to explore the role of export ventures’ performance (past) on guanxi networking, co-creation marketing strategies and present performance.

The empirical evidence suggests that guanxi networking and co-creation strategy can mediate the relationship between export venture performance in the preceding year and export venture performance in the following year. In addition, this study also provides some guidance for emerging market export ventures on how to build a strong guanxi networking and create opportunities for collaboration when the effect of export performance in the preceding year on current performance is absent.

The authors propose the inclusion of strategic guanxi networking-related factors (e.g. top executives’ ties with business-to-business customers, such as distributors in the host market) in the prior performance-current performance paradigm. The outcomes of this study also contribute to extant organizational learning theory research by integrating preceding performance research with the co-creation theory. The study offers new insights into organizational learning and relational governance from the emerging market perspective.

An alliance portfolio can help latecomer firms to acquire the necessary knowledge and resources to catch up with market leaders. However, how latecomer firms construct an alliance portfolio in terms of the nature of windows of opportunity has not been fully analyzed. This paper aims to explore how latecomer firms can build appropriate coalitions according to the nature of the window of opportunity to achieve technological catch-up in different catch-up phases.

Based on a longitudinal case study from 1984 to 2018 of Sunny Group, now a leading manufacturer of integrated optical components and products, this paper explores the process of technological catch-up of latecomer firms building different types of alliance portfolio in different windows of opportunity.

This paper finds that there is a sequence when latecomers build an alliance portfolio in the process of catch-up. When the uncertainty of opportunity increases, the governance mechanism of the alliance portfolio will change from contractual to equity-based. Also, latecomer firms build market-dominated and technology-dominated alliance portfolios to overcome their market and technology disadvantages, respectively.

These conclusions not only enrich the theory of latecomer catch-up from the perspective of windows of opportunity but also expand research on alliance portfolio processes from a temporal perspective.