5. Discussion and Conclusions
5.3 Limitation and future research
There are, however, several limitations and cautions that warrant attention. First, like most studies, the results of research may be sensitive to missing data. Some individuals did not response and it might be a critical firm and lead to study bias. A suggestion for future research is sample colleting must be completed as they can.
Second, the study focused on the five overall industrial networks, the future research can explore more multiple relations for studying. Third, because of missing data, the study only extract one CSDS from OCN for investigation. The future research can use
“cluster” tool built in UCINET to extract more group for comparing.
Forth, in the future, a longitudinal survey can be adopted to observe the
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time-phase based network structure and proceeds further comparison. On the other hand, “state changes” over a longer period of time can give more understanding how does the actor’s position change.
Finally, respondents were quite willing to name many other organizations they collaborated with but not competition due to business secretes. For strengthening the willingness of responding, some incentives can be used to stimulate individual to answer.
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Appendix
Part I -Transaction network measurement Transaction information
Please list the companies (“ten” at least) which have business relationship with your company, and indicate the type relationship as well as the communication frequency with those companies. Please refer to “firm lists” provided in the second page.
Firm Type of relationship Communication frequency of
business
Following are four types of relationship, please refer to “firm list” provided in the second page, and write down five companies at least for each type of relationship
Type of
e.g. Yulon Motors e.g. Kuozui Motor
1
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Our firm believes in information business partners (suppliers/purchasers) provide us.
Our trading partners respect the confidentiality of the information they receive from us.
Our transactions with trading partners do not have to be closely supervised.
Business partners (suppliers/purchasers) are truly interested in our firm’s success.
Our firm will consider the benefits of the customers.
Commitment (Li & Lin,2006)
We are ready to invest more time, money, and manpower as usual into this relationship with specific business partners as long as possible.
Our firm is loyal to do business with business partners who have high commitment.
Our firm can accurately provide products/services according to the contract.
Our trading partners have made sacrifices for us in the past.
We and our trading partners always try to keep each others' promises.
Shared vision (Li & Lin,2006)
We and our trading partners have a similar understanding about the aims and objectives of the CSDS.
We and our trading partners have a similar understanding about the importance of collaboration across the CSDS.
We and our trading partners have a similar understanding about the importance of improvements that benefit the CSDS as a whole.
Part IV- Perception of function, benefit and performance measure Function, Benefit and Performance of CSDS
(
Friedman et al., 2007; Valente et al., 2008; M'Chirgui, 2007) FunctionEveryone actively participated in discussion, not just a few.
The CSDS is hierarchically managed (top-down decision-making).
The CSDS meetings are organized and efficient.
There is a clear leader of CSDS.
The members are able to move from talk to action.
The CSDS aggregate the technology abilities of all firms, not just part of them.
Having more negotiation space with government policy.
Having common reaction to meet fluctuating general environment.
Performance
Acquiring related management knowledge and production techniques.
More stable order quantities.
Improving firm’s competency.