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The purpose of this paper is to investigate the effects of dipentaerythritol hexaacrylate (DPHA) and 3-(trimethoxysilyl)propyl methacrylate-modified silica nanoparticles (MSiO₂) contents on the performances of the Disperse Red 1 (DR1)-grafted-silica/poly(acrylate) color hard coatings.

The organic dye DR1 was silylated by reaction with the coupling agent 3-isocyanatopropyltriethoxysilane in methyl ethyl ketone. The silylated-DR1 thus obtained was grafted on MSiO₂ to form dye-grafted silica (GSiO₂). This hybrid dye was then UV-cured with the cross-linking agent, DPHA, to yield color coatings. Thermal durability of the coatings was evaluated based on their CIE (international commission on illumination) chromaticity coordinates and UV/Vis transmittances.

The results indicated that GSiO₂-coatings could tolerate thermal attack better than pristine DR1-coatings or dye-absorbed silica (DSiO₂)-coatings because of the fact that DR1 was more finely dispersed in the polymer binder when covalently bonded to the silica particles. Under optimal conditions, coatings with very small change of saturation and hue after high-temperature treatments were obtainable. These coatings appeared transparent, had 3H-6H pencil hardness and adhered perfectly onto the poly(methyl methacrylate) substrates.

Dye-grafted color coatings may find applications such as color filter photoresists for displays, microelectronics, printed circuit boards, etc.

The performances of the coatings were evaluated in terms of mechanical strength, adherence to the substrate, transmittance and color stability against heat treatments, which have not been disclosed. Also, using a newly developed triangular composition diagram, suitable ranges for preparing useful color coatings were accessed. The present method deserves further research studies on green and blue dyes.

Confronted with the transformation of industrial economies, the Taiwanese information technology (IT) industry has to upgrade from production to innovation orientation. The paper seeks to explore what is the core competence of the Taiwanese IT industry. In brief, what kind of intellectual capital (IC) is embedded in the Taiwanese IT industry and how this IC is managed effectively. The point is to discover how the Taiwanese IT industry should start to accumulate or enhance the core resource and strategic capability for future competitive advantage.

The study selected a relatively representative number of IT firms in Taiwan covering six industries. This study conducted a two‐stage survey to construct a measurement model and explored the IC profile of the Taiwanese IT industries.

This study was able to identify eight IC factors as a measuring model in exploring the IC profiles of four Taiwanese IT industries. The findings indicate the stronger IC in the Taiwanese IT industry as well as the weaker side.

The research was limited by the sample within the Taiwan information communications technology industries. It needs to be extended across further industries in the future. It should also be compared with other countries’ industrial IC under similar assessment and measurement. The significant differences between industries could be explored by case study methodology.

Innovation capability plays an important role in confronting the knowledge‐based economy in Taiwanese IT industries. However, there is no compelling evidence to show that investment in research and development will help to achieve the goal of establishing Taiwan as an “Asia Pacific Electronic Information Industry Resource Integration Center”.

This research indicates that the IC System Model developed would help us to identify the interactions among IC elements. It could help to explore whether it is true that, the higher the IC management, the higher is the influence from the input of IC to the output.

This present study attempted to examine the difference between brand‐name and bandit technology companies in terms of operating models. Furthermore, the paper aimed to investigate the origin and developmental model of bandit.

This study compared the open innovation approach against a closed one from the perspective of competitive strategies. This study used the content analysis and qualitative system dynamics (QSD) approach to explore the competitive strategies and inhibitory factors of bandit business model, and subsequently presents a causal‐effect loop of business operations development in different stages.

Bandit business model could be divided into three stages, according to the business operations development, namely “growth, inhibition, and re‐growth”. It often faces obstacles, when a bandit business expands to a certain level, stemming from the consequently disadvantageous conditions which limit the enterprise development. A bandit business will not remove such obstacles unless it reinforces its impregnable core values.

This study contributed the attempt to use the qualitative system dynamics (QSD) approach to explore the competitive strategies and inhibitory factors of emerging business model as “bandit”. As bandit products generate high utility for consumers and easily penetrate a demand‐driven market, the Chinese bandit economic behavior (including copycat business practices) omnipresent in the economic market has triggered a controversy across the society. The findings in bandit business model uncovered the reasons that encourage the founding of small‐sized start‐up firms by practitioners, and showed the unseen path for business and innovation model research in the future.