Dynamic capabilities, collaborative network and business model: An empirical analysis of Taiwan HTC Corporation

Abstract

In the era of hypercompetition in knowledge and technology, the unique capability of high technology industry that is built upon conventional resource-based theory no longer suffices for its operation. Therefore, how companies make use of dynamic capabilities and collaborative network is the primary focus of this study. The study discovers that: 1. In terms of competitive advantages in the high technology industry, besides developing unique skills using corporate resources, companies should also combine dynamic capabilities and collaborative network to ensure the sustainability of such advantages; 2. The determining factors of success of companies lie in the continuous innovation in functional strategies and capabilities regarding research and development, marketing and production; 3. It is crucial to the successful operation of businesses that strategic collaborative relationships are developed among both upstream and downstream companies of the industry in a highly competitive and dynamic business environment; and 4. Companies must continue to revamp their business model in response to industry competitions and product life cycle. The case study of the business model of HTC Corporation and the implications of its management can be used as reference for future studies and actual operation. Key words: Mobile phones, dynamic capabilities, collaborative network, business model, financial performance.