Innovation performance has become a source of organizations to obtain sustainable competitive advantages and thus, helping them to achieve better financial performance in the rapid changing era. Prior researches focus on either organization or individual level to explore the relationship between organizational innovation performance and its antecedents. This study integrates the Social Cognitive Theory, Self-Concordance Model and Knowledge Management and applies multi-level approach such as HLM and SEM by considering the effects from individual-level and organization-level, and the potential organization-level variables. We find that self-efficacy, outcome expectation, self-concordance, knowledge sharing, and organizational memory have positive impacts on innovation performance. Meanwhile, the Knowledge sharing has a positive impact on organizational memory and a positive moderating effect on the relationship between self-efficacy and innovation performance as well as a negative moderating effect on the relationship between outcome expectation and innovation performance. Further, we find the knowledge sharing is not a moderator of the relationship between self-concordance and innovation performance.
The process of internationalization of SMEs is difficult, especially for entering foreign markets (EFM). There are many opinions and theories to explain this phenomenon. However, in explaining the theory of companies EFMs, most of them focus on large companies. Such a theoretical explanation tends to overlook the fundamental difference between small and medium-sized enterprises (SMEs) and large enterprises, and the difference in resource ownership. Recently, the theories explaining the internationalization of SMEs mainly include: Resource-Based View and Dynamic Capabilities Frame. These two theories each have their own advantages in explanation. This study attempts to explain which of the theories for SMEs EFMs is relatively suitable through theoretical explanation and comparison. After theoretical explanation and comparison, the dynamic capability framework is more appropriate to explain the phenomenon of SMEs EFMs. The main reason is that the dynamic capability framework pays attention to external changes and the elasticity of SMEs themselves.
The investment of Taiwanese enterprises in Southeast Asian countries has been developing vigorously in recent years. Since the China – United States Trade War occurred, investing in Southeast Asian countries has especially become a big issue for Taiwanese firms to consider their plants transferring in order to diversify risk. Vietnam is the place most Taiwanese firms choose among ASEAN countries. Prior researches about Taiwanese firms’ locations selection focused more on one-way transfer from Taiwan to China or from Taiwan to Southeast Asia. This study mainly focuses on location decisions of Taiwanese enterprises who have been transferring from China to Vietnam. Base on “institutional theory” and emerging market’s “springboard view”, this study tries to explore how “formal” and “informal” institutional factors, resulting in “push” and “pull”, have been influencing the decision of Taiwanese enterprises to relocate their factories from China to Vietnam. Using qualitative research and multiple cases study, the information was collected and analyzed from semi-structured interviews conducted in Taiwan, China and Vietnam with top managers from five Taiwanese firms whose plants were in China and lately commit themselves in Vietnam. Expert validity and triangle verification of secondary data enhance the reliability and validity of the study. Based on the results of the data analysis, we understand more practically the thinking direction of transnational investment, which will help us figure out the decision-making factors of the global location selections of Taiwanese enterprises in the globalization era. Finally based on the research results, the research conclusion and practical implications are discussed, and future research directions are proposed.