Browsing by Author "Chen, Chia-Yi"

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Alleviating the negative impact of delayed recovery: process- versus outcome-focused explanations
(2013)
Chang, Chia-Chi
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Chen, Chia-Yi
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管理科學系
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Department of Management Science
Purpose - Limited research has explored the potential marketing strategies to counter the damage associated with delayed recovery. Based on the construal level theory, this study seeks to suggest that customers tend to focus on different aspects of the compensation according to the speed of recovery. Thus, providing an adequate explanation to customers corresponding to expected recovery speed can effectively alleviate customer dissatisfaction with a delayed recovery. Design/methodology/approach - This study examined the proposed hypotheses using a 2 (immediate vs delayed) by 2 (explanation: process-focused vs outcome-focused) experimental design. Findings - The analytical results show that when an immediate recovery is available, an outcome-focused explanation will result in higher post-failure satisfaction than will a process-focused explanation. Conversely, when a delayed recovery is expected, post-failure satisfaction is higher for customers who receive a process-focused explanation than for those who receive an outcome-focused explanation. Practical implications - This study thus recommends that firms should provide explanations compatible with expected recovery speed to better enhance post-failure satisfaction. Originality/value - This study contributes to the body of service recovery literature by examining the differential effectiveness of outcome-focused and process-focused explanations under immediate and delayed recovery conditions. The findings provide a guideline that managers can use to formulate suitable explanations to alleviate the detrimental effects of delayed recovery.
Countering negative country-of-origin effects The role of evaluation mode
(2010)
Chu, Po-Young
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Chang, Chia-Chi
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Chen, Chia-Yi
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Wang, Tzu-Yun
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管理科學系
Purpose - As multinational firms seek to acquire competitive cost advantages through global sourcing, it is also important for them to develop effective strategies to reduce possible damage of a negative country-of-origin (COO) effect. This study aims to examine whether brand image and evaluation mode could alleviate a negative COO effect. Design/methodology/approach - A 2(COO) x 2(brand) x 2(evaluation mode) experimental design was employed in order to examine whether brand and COO effects on product evaluation vary under different evaluation modes. The data were analyzed by a repeated measure MANOVA. Findings - The results showed that products made in favourable countries were rated higher in joint evaluation mode than in separate evaluation mode. Conversely, products made in unfavourable countries were better evaluated in separate evaluation mode than in joint evaluation mode. The results of the study are not in favour of the notion that a strong brand image could overcome the negative effect of COO. Research limitations/implications - Conclusions of the study suggest that the COO effect plays an equally important role in consumer product evaluation for both strong and weak brands. Thus, even for a product with strong brand image, the negative consequences of COO stemming from consumer unfavourable attitudes towards the manufacturing country are not likely to be completely eliminated. Moreover, to alleviate the negative impact of unfavourable COO, marketers may want to avoid direct comparison between products made in unfavourable countries with those made in favourable countries, regardless of their brand strength. Practical implications - When marketing a product made in an unfavourable country, marketers should manage to create a selling environment facilitating a separate evaluation mode. In contrast, marketers should proactively manage to display products from favourable countries along with those from unfavourable countries in order to further enhance quality perceptions. Originality/value - The results of the study could help marketers employ advantageous merchandizing or advertising strategies to lessen the negative effect of COO.
Facilitators of national innovation policy in a SME-dominated country: A case study of Taiwan
(2013-12-01)
Chen, Chia-Yi
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Lin, Yu-Ling
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Chu, Po-Young
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管理科學系
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Department of Management Science
Twenty years ago, Taiwan faced the common constraints of most SME-dominated developing countries in build up scientific and technological capabilities. To facilitate the implementation of national innovation policy, Taiwan government has over time generously supported non-profit R&D institutions which embedded themselves into the Triple-Helix model. Among the institutes, the Industrial Technology Research Institute (ITRI) and Hsinchu Science-based Industrial Park (HSIP) are the most visible. This paper aims to illustrate a case study discussing how ITRI and HSIP have helped SMEs in Taiwan overcome the challenges of technology, human resources, and new business venture when developing a high-tech sector. For other countries seeking to build up innovation capabilities and currently reliant on SMEs, it is worth studying the case of Taiwan.
PERCEIVED MANAGERIAL DISCRETION AND FIRM PERFORMANCE: THE MODERATING ROLE OF MARKET COMPETITION
(2010)
Zhao, Xi-Ping
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Chu, Po-Young
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Chen, Chia-Yi
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管理科學系
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Department of Management Science
Despite being widely discussed in the literature, the impact of managerial discretion on firm performance remains inconclusive. In this study it is proposed that market competitiveness plays an important role in determining the influence of perceived managerial discretion on firm performance. In a survey of 169 top managers of Chinese enterprises, it was found that in highly competitive markets, perceived managerial discretion was positively related to firm performance. In contrast, where there is little competition, perceived managerial discretion and firm performance were negatively correlated. These results suggest that companies operating in highly competitive markets should permit managers greater discretion to make strategic choices to react to the dynamics of the environment. Conversely, companies in less competitive markets should limit managerial discretion to prevent managers abusing this power for personal benefits.