Measuring business performance in the high-tech manufacturing industry: A case study of Taiwan's large-sized TFT-LCD panel companies☆

Tseng, Fang-Mei; Chiu, Yu‐Jing; Chen, Ja‐Shen

doi:10.1016/j.omega.2007.07.004

Cited by 131 publications

(72 citation statements)

References 29 publications

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“…Satisfaction: e.g., service level; SERVQUAL or SERVPERF; satisfaction barometer; # of customer complaints; level of billing errors; cycle time to respond to customer complaints S4. Sustainability: viability; loyalty; level of customer churn; customer retention (Dubosson-Torbay et al 2002;Eckerson 2009;Edvinsson and Malone 1997;Ghalayini et al 1997;Heikkilä et al 2014;Johnson 2010;Johnson et al 2008;Kaplan and Norton 1992, 1993Keegan et al 1989;Neely et al 2002;Smith 2006;Tseng et al 2009;Venkatraman and Ramanujam 1986) Service-related Technology T1. Architectural complexity: # of applications; architecture-related indicators; platform-related indicators; cloud-related metrics; time for software and hardware implementation; extensibility T2.…”

Section: Business Model Literaturementioning

confidence: 99%

“…Number of external partners: # of Tier-1 (core network partners), Tier-2 (replaceable provider and product/service) and Tier-3 (partners included based on market availability) network partners; % cross unit/organizational collaboration O4. Characteristics of (internal) Network: size; inclusiveness; connectivity; density; centralization; symmetry; brand; owned versus outsourced manufacturing (Bouwman 2003;Dubosson-Torbay et al 2002;Eckerson 2009;Edvinsson and Malone 1997;Heikkilä et al 2014;Johnson et al 2008;Ferreira et al 2012;Graser et al 2005;Smith 2006 Dubosson-Torbay et al 2002;Eckerson 2009;Edvinsson and Malone 1997;Heikkilä et al 2014;Johnson et al 2008;Kaplan and Norton 1992, 1993Smith 2006;Tseng et al 2009;Venkatraman and Ramanujam 1986) (Ferreira et al 2012;Heikkilä et al 2014;Venkatraman and Ramanujam 1986) Value exchange in organization network…”

Section: Business Model Literaturementioning

confidence: 99%

“…For instance, CANVAS is a brainstorming tool , and in BM stress testing people use it to select and prioritize uncertainties to trace problematic BM components based on their personal interpretation . By contrast, in CSOFT BM design, key performance indicators are defined for each customer segment and for resource type (business process, application, information, (Kaplan and Norton 1992, 1993Ferreira et al 2012;Heikkilä et al 2014) (Edvinsson and Malone 1997;Heikkilä et al 2014;Johnson et al 2008;Neely et al 2002;Tseng et al 2009)…”

Section: Business Model Literaturementioning

confidence: 99%

“…In Table 1 we collected metrics found in the literature (Bouwman 2003;Dubosson-Torbay et al 2002;Eckerson 2009;Edvinsson and Malone 1997;Ferreira et al 2012;Ghalayini et al 1997;Graser et al 2005;Heikkilä et al 2014;Johnson 2010;Johnson et al 2008;Kaplan and Norton 1992, 1993Keegan et al 1989;Neely et al 2002;Rayport and Jaworski 2001;Smith 2006;Tseng et al 2009;Venkatraman and Ramanujam 1986). The list of metrics is exemplary and in no way exhaustive.…”

Section: Process Alignment (P)mentioning

confidence: 99%

See 3 more Smart Citations

Business model metrics: an open repository

Bouwman

Heikkilä

Solaimani

et al. 2015

Inf Syst E-Bus Manage

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Development of successful business models has become a necessity in turbulent business environments, but compared to research on business modeling tools, attention to the role of metrics in designing business models in literature is limited. Building on existing approaches to business models and performance measurement literature, we develop a generic open repository of metrics related to core business model concepts. We validate and assess the practical value of the repository based on four e-Business model cases. The repository can be utilized in designing business models, specifically for networked enterprises. It is neither complete nor universally applicable, but needs adjustment with each design. Ultimately, with this paper, we hope measurement will become an integral part of the business model innovation discussion.

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Section: Business Model Literaturementioning

confidence: 99%

Section: Business Model Literaturementioning

confidence: 99%

Section: Business Model Literaturementioning

confidence: 99%

Section: Process Alignment (P)mentioning

confidence: 99%

See 2 more Smart Citations

Business model metrics: an open repository

Bouwman

Heikkilä

Solaimani

et al. 2015

Inf Syst E-Bus Manage

View full text Add to dashboard Cite

show abstract

“…The success of a firm can be assessed by accurate and appropriate performance indicators to reflect its competitiveness [27]. Evaluation of business performance excellence is one of the main points of learning and measurement process including employee involvement.…”

Section: Introductionmentioning

confidence: 99%

Evaluation of firms applying to Malcolm Baldrige National Quality Award: a modified fuzzy AHP method

Aydın

Kahraman

2018

Complex Intell. Syst.

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Malcolm Baldrige National Quality Award (MBNQA) is a broadly used performance excellence framework to recognize organizations that have outstanding customer-focused processes. MBNQA system is based on an assessment system using a 0-1000 points scale. However, experts prefer making linguistic assessments rather than exact numerical assignments. Fuzzy set theory presents excellent tools and techniques to capture the vagueness and impreciseness in these assessments. This paper develops a new analytic hierarchy process (AHP)-based fuzzy multi-criteria decision-making approach to measure the performance excellence of firms applying for MBNQA. The proposed approach enables experts to use seven different fuzzy scales to evaluate firms using the MBNQA criteria. These fuzzy scales involve both positive fuzzy numbers and negative fuzzy numbers, and present an easier and efficient alternative to the calculations made in pairwise comparison matrices. In this way, the experts filling in a questionnaire can easily understand the reciprocal scale and establish comparison matrices. Using negative fuzzy numbers in AHP scale is the crucial point of this paper. To show the applicability of the method, a numerical example composed of a four-level hierarchy including seven main criteria, 18 sub-criteria, and three alternatives is also given. We use Buckley's Fuzzy AHP approach for comparative analysis. Our application reveals that the proposed fuzzy AHP approach efficiently measures the quality performance of the firms applying to MBNQA.

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The parent–subsidiary knowledge transfer efficiency of Chinese–African multinational enterprises based on a metafrontier epsilon‐based measure model

2020

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To investigate knowledge transfer efficiency, this study applies a metafrontier epsilon‐based measure (EBM) model to survey data for 102 Chinese and African multinational enterprises (C–A MNEs). The results are as follows. (1) Only 14 of the 102 C–A MNEs have an efficiency score of 1. (2) The scores for different indicators of the same enterprise vary significantly. (3) Technical support input is inefficient, with all major industries showing obvious disadvantages. (4) Team performance efficiency scores significantly lag behind the other output variables' efficiency scores, presenting significant room for improvement. (5) There are differences in the efficiency of knowledge transfer among different industries.

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Measuring business performance in the high-tech manufacturing industry: A case study of Taiwan's large-sized TFT-LCD panel companies☆

Cited by 131 publications

References 29 publications

Business model metrics: an open repository

Business model metrics: an open repository

Evaluation of firms applying to Malcolm Baldrige National Quality Award: a modified fuzzy AHP method

The parent–subsidiary knowledge transfer efficiency of Chinese–African multinational enterprises based on a metafrontier epsilon‐based measure model

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