各校計畫成果

活動簡介

This research agenda develops cross-disciplinary operations management spanning supply chains, innovation, and sustainability, integrating theory building with quasi-experimental evidence, with outputs in Production and Operations Management (POM) and the Journal of Corporate Finance (JCF). My first research stream examines how interorganizational knowledge networks interact with firms’ internal digital resources. Using a multilevel framework and cross-industry data (2004–2010), it shows that firms lacking external information bridges can enhance R&D efficiency and operating performance by investing in internal, operations-integrating IT (ITOI), whereas firms already occupying network hubs gain more by strengthening external ties due to limited marginal returns to additional IT. This advances OM–IS–network theory on complementarity/substitution and offers actionable guidance for differentiated digital-transformation paths and knowledge diffusion.

My second research stream advances operational risk and crisis management. A study of rivals’ advertising responses to product recalls leverages weekly automotive data and a regression discontinuity in time design to document that substitute manufacturers reoptimize their advertising mix—emphasizing price promotions, trimming quality-image messages, and maintaining brand exposure—to capture demand while mitigating reputational spillovers. This reframes product-harm research from a competitive, dynamic-optimization perspective and informs regulators and media on how crisis information propagates in markets. A complementary study on corporate social responsibility (CSR) and external disruptions employs a difference-in-differences design linking manufacturing plants to natural disasters, finding that high-CSR firms experience significantly smaller post-disaster operating declines, with mechanisms consistent with stronger employee morale and customer loyalty. It reconceptualizes CSR as intangible capital and a risk buffer, guiding firms, investors, and policymakers to view CSR as a long-horizon resilience investment.

Together, these streams connect capability building in normal times with shock absorption in crises, providing an integrated theoretical and empirical foundation for sustaining competitive advantage under uncertainty.