Browsing by Author "Peng, Tzu-Ju Ann"

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    How rival partners compete based on cooperation?
    (Elsevier, 2017-11-06) Peng, Tzu-Ju Ann; Yen, Meng-Hsien; Bourne, Mike
    Prior studies of coopetition have explained the what, how and why of firms cooperating with competitors. Among these, examining the how question as to the stream of coopetition dynamics is the most challenging theme. Previous research has focused much more on the cooperation side. Less attention has been paid to the competition side to reveal what happens to competition after the competitors have collaborated. This study sheds light on the issue of cooperation-based competition by answering the question: while cooperating with competitors, how do rival partners compete based on cooperation? Linking the competitive dynamics perspective to coopetition, we conducted a single-case study to analyse the competition between two leading competitors in the Taiwanese bicycle industry. We collected the reported issues pertaining to the competition in the European market and supported by in-depth interviews. The analysis leads us to develop three propositions and a conceptual framework for illustrating the cooperation-based competition and addressing how cooperation may influence competition in a coopetition relationship. This study provides new insights into a theoretical issue of cooperation-based competition. The case also provides management implications while taking a coopetition strategy.
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    Managing Triads in a Military Avionics Service Maintenance Network in Taiwan
    (Emerald Group Publishing Limited, 2010-04-01T00:00:00Z) Peng, Tzu-Ju Ann; Lin, Nan-Juh; Martinez, Veronica; Yu, Chow-Ming Joseph
    Purpose – The purpose of this paper is to investigate how different types of triad structures, and the management mechanisms adopted by the focal company, affect cooperative performance. Design/methodology/approach – This paper uses a social network perspective to examine the triad management phenomenon in the military avionics maintenance context, which is closely associated with the field of operations management. Findings – This paper demonstrates that different triad structures and management mechanisms influence perceived cooperative performance. Four main findings emerged: in a triad, a firm playing a bridging role perceives higher cooperative performance than when playing a peripheral role in the triad or being located in a fully connected triad. When a firm plays the bridging role in a triad, and has a high level of trust, this leads to higher perceived cooperative performance. When a firm plays a peripheral role in a triad, high levels of coordination mechanism combined with high levels of trust result in higher levels of perceived cooperative performance. In a fully linked triad, when the coordination mechanism is well developed, the level of trust is high, so that the resulting level of perceived cooperation is high. Originality/value – This paper extends the knowledge of triad management by providing an in-depth study of a well-defined network setting with exceptionally high-level access to the most senior executives. In practice, this paper shows how to manage different