Spin-off strategies and performance: A case study of Taiwans Acer group

Po-Young Chu, Mei Jane Teng*, Chung Tshuy Lee, Hero Chiu

*此作品的通信作者

研究成果: Article同行評審

5 引文 斯高帕斯(Scopus)

摘要

This study bridges a gap in current literature by providing empirical evidence of factors affecting the performance of non-academic spin-offs originating from the Acer Group in Taiwan. The Acer Group is the epitome of Taiwan's industrial development over the past 30 years. This study utilizes the spin-offs of the Acer Group to empirically analyze the influences on spin-off performance, demonstrating that the performance of a spin-off is significantly correlated with the number of years of service of the CEO in the parent company, as well as the method of company establishment, sources of company technology and number of items shared in common with the parent company. The analytical results obtained by this study highlight two issues. First, spin-off performance is likely to be enhanced if its operations are linked to those of the parent, and if the CEO has a long history of involvement with the parent, feeding his/her ability to tap into the resources of the parent. Second, a spin-off performs better during its initial stages if it is an internal venture spun out from the parent company with its technology researched and developed within the parent.

原文English
頁(從 - 到)101-125
頁數25
期刊Asian Business and Management
9
發行號1
DOIs
出版狀態Published - 1 3月 2010

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