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The purpose of this paper is to use the Black-Scholes-Merton option pricing model to evaluate the incremental performance of an eChannel addition.

Data were collected from 53 Taiwan financial services firms. In total, 33 of them introduced their online services, whereas the other 20 firms did not introduce their online services during the period under examination.

The research findings show that firm asset values increase following eChannel additions. Thus, eChannel additions enhance firm financial performance. A further analysis comparing the performance between firms with and without eChannel additions also shows that firms with eChannel additions have higher asset value growth rates, which further validates the capacity of eChannel additions to enhance financial performance.

Managers and shareholders in firms making eChannel additions are not required to be concerned regarding stock price volatility, and managers in firms without any eChannel investment could use eChannels to enhance their stock price and seize future opportunities. Using eChannel is a valid approach for firms to provide enhanced services to current customers, access new markets, and extend market coverage, thus enhancing overall financial performance. Investors could confide those firms implementing eChannel additions.

Studies investigating whether eChannel additions enhance firm financial performance are scant. No study has evaluated performance from a long-term perspective or from a volatility aspect (both are important considerations in eChannel performance evaluation). The research represents a pioneering work that empirically investigates these issues.

The purpose of this paper is to identify what kind of supply chain integration strategies can support TFT‐LCD manufacturers seeking to break through the cost constraints and complex co‐operation relationships between manufacturers, suppliers and set plants/distributors, and further satisfy the market requirements in terms of cost, quality, delivery, and flexibility.

The paper encompasses in‐depth interviews with 20 TFT‐LCD industry executives in three of the largest Taiwan TFT‐LCD manufacturing firms.

Several different supply chain integration strategies have been identified for operational‐level improvement of TFT‐LCD manufacturing, including direct or indirect investment in suppliers; “made in‐house” and “made by resident suppliers” arrangements, “quasi‐cluster” formation, and new module assembly line set‐up at set plant.

This study involves only three multinational corporations of Taiwanese origin.

Based on the analysis of the TFT‐LCD supply chain structure, the strategic fit of supply chain integration leads to the improvement of TFT‐LCD manufacturers' capability to satisfy customer requirements and then attain competitive advantage. Their experience provides guidance for other hi‐tech industries.

The paper provides insights into the strategic formulation of supply chain integration in the real world of the TFT‐LCD industry and identifies directions for further empirical research.

The purpose of this paper is to examine the joint influence of technological newness (TN) and market newness (MN) on the relationship between customer involvement (CI) and new product performance.

The authors employed hierarchical moderated regression analysis to test the hypothesized relationships using survey data collected from 214 Chinese manufacturing firms.

The authors found that the impact of CI on new product performance varies across the different configurations of TN and MN. Specifically, the performance effect of CI is most positive under low TN and high MN, while the performance effect is least positive under low TN and low MN.

This study enriches CI research by identifying different configurations of product innovativeness that augment or limit the value of CI.