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Purpose: This study aims to examine the relationship between organizational capacity, slack resource, platform strategic choice and firm performance. It also tackles the endogenous issues regarding the strategic choice of platform types. Design/methodology/approach: This study uses Heckman's two-stage procedures to examine the relationship between the variables. The sample in this study comes from Compustat annual company and segment files. The sample used in the main analysis consists of 252 individual corporations globally and 3,528 firm-year observations from 2004–2017. Findings: The empirical results suggest that: (1) firms are more likely to develop physical platforms than virtual platforms when they possess higher levels of available slack, potential slack, research and development (R&D) capacity and marketing capacity; (2) in general, firms developing physical platforms perform better than firms developing virtual platforms after the endogeneity bias are controlled; and (3) firms that choose to develop physical platforms perform better than if they had chosen to develop virtual platforms. Research limitations/implications: This study contributes to the platform research literature by proposing the endogenous role of platform type choice in firm performance in the context of the retail industry. Prior conceptual and theoretical platform studies have seldom focused on the retail industry through a strategic choice perspective. Furthermore, one of the contributions of this study is the derivation of empirical support for the research's prediction using data from actual firms carried out by global physical and virtual platform companies. This study also presents many opportunities for further explorations on the relationship between firm strategic choice and firm performance in the context of platform retail industry. Practical implications: The findings of this study suggest that firms must realize that their performance is not necessarily affected by these platform type choice determinants in terms of potential slack, available slack, R&D capacity and marketing capacity. By contrast, they should pay more attention to developing physical platforms if it is possible. The study findings indicate that although virtual platforms have grown rapidly because of the development of technology, firm performance is at all times superior when firms choose to develop physical platforms. Originality/value: Prior platform studies have focused on the topic of network structure, platform architecture, pricing strategy, platform leadership and platform design and governance within the context of video game industry, software industry, hardware industry and telecommunications industry. Seldom of them focus on other industries through a strategic choice perspective. Furthermore, one of the contributions of this study is the derivation of empirical support for the research's prediction using data from actual firms carried out by global physical and virtual platform companies. [ABSTRACT FROM AUTHOR]

The main objective of this study was to examine empirically the moderating effects of two forms of alliances-equity-based and contract-based-on knowledge transfer performance. Using a quantitative analytical approach, the theoretical model and hypotheses in this study were tested based on empirical data gathered from the top 5000 Taiwanese companies listed in the yearbook published by the China Credit Information Service, Inc. in 2006. Data obtained from 107 valid and complete survey questionnaires were analyzed using correlation coefficients and multiple linear regressions. The results revealed that resource similarity was more positively associated with knowledge transfer performance when the alliance form is equity-based, whereas resource utilization was more positively related to knowledge transfer performance when equity-based alliances were adopted. In addition, organizational distance was more negatively related to knowledge transfer performance for equity-based alliances than for contract-based alliances. [ABSTRACT FROM AUTHOR]

Purpose – This study attempts to investigate the relationships among organizational capabilities, strategic choice, and firm performance and examine three questions: What are the relationships between organizational capabilities and the firm's strategic choice – contract manufacturing and branding? Do branding firms perform better than contract manufacturing firms after controlling for endogeneity bias? Do firms usually choose their strategy (contract manufacturing/branding) appropriately to achieve a better performance under the conditions they encounter? Design/methodology/approach – The empirical study employs a questionnaire approach to collect data from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation for testing the validity of the model and research hypotheses. This study uses a Heckman two-step estimation procedure and follows the procedure proposed by Shaver to examine the economic implications of strategic choice on firm performance. Findings – Firms are more likely to adopt the branding strategy when they have better marketing and R&D capabilities while they are more likely to choose the contract manufacturing strategy when they possess superior manufacturing and process capabilities; in general branding firms perform better than contract manufacturing firms after controlling for endogeneity bias; and firms achieve a better performance if their strategic choice (contract manufacturing/branding) fits the conditions they encounter. Research limitations/implications – This study contributes to the marketing literature by exploring an important issue of strategic choice (contract manufacturing or branding) and contributes to the strategy literature by proposing the endogenous role of strategic choice in the relationship between organizational capabilities and firm performance. Practical implications – Firms should take into account organizational capabilities when choosing a contract manufacturing strategy or branding strategy. Further, managers should not ignore matching their strategic choice (contract manufacturing/branding) with the conditions they encounter in order to optimize firm performance. Originality/value – The strategic choice of branding or contract manufacturing is a prevalent phenomenon that has received little attention in the strategy and marketing literature. Based on the competence-based perspective, this study examines the relationships among organizational capabilities, strategic choice, and firm performance. [ABSTRACT FROM AUTHOR]

Purpose – This study aims to investigate the relationship between knowledge management capacity and organizational performance from the social interaction perspective. Design/methodology/approach – The empirical study employs a questionnaire approach. The sample for this study is drawn from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Regression analysis is used to test the hypotheses in a sample of 105 Taiwanese firms. Findings – The findings suggest that two assessments of knowledge management capacity, knowledge acquisition and dissemination, and the communication factor of social interaction are positively related to organizational performance. Further, social interaction has complementary or synergistic interaction effects with knowledge management capacity on organizational performance. Practical implications – Given the need for the use of knowledge management capacity as an enabler to improve organization outcome, firms need to be aware that social interaction would moderate the link between knowledge management capacity and organizational performance. Therefore, firms should pay special attention to formulate appropriate social interaction conditions under which knowledge acquisition and dissemination are most likely to enhance organizational performance. Originality/value – This study contributes to the literature by theoretically developing a conceptual model and then empirically examining the relationships among knowledge management capacity, social interaction, and organizational performance. [ABSTRACT FROM AUTHOR]