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Table 1. Revenue growth rate and CAGR of IC companies. Chu and Chen 7649 Revenue growth rate (%) Compound annual growth rate IC companies Year (CAGR) 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2004-2009 (%) Design foundry Company A 58.14 111.08 108.08 32.81 -10.91 52.39 IP vendor Company B 53.71 15.50 6.35 6.20 -10.38 12.44 Wafer foundry Company C 7.58 18.59 0.72 7.93 -15.17 3.30 IC assembly/test Company D 11.69 19.50 0.74 -6.65 -9.17 2.66 IC design house Company E 16.25 32.66 17.87 25.60 -6.52 16.37 IDM Company F 13.50 -8.87 8.34 -1.95 -6.54 0.53 There benefits about cost effective develop by design foundries also help IC assembly companies and IC test companies reduce the problems of communication with customers and create more opportunities to gather customers. IC design houses After design foundries develop and integrate the IP market, IC design houses can use basic IP modules to make multiple products with diverse designs. To shorten the time of IC design, IC design houses inevitably use others’ IP components when designing a new IC chip. After acquiring IP licensing from IP vendors, large IC design houses can directly deal with IP vendors and wafer foundries. However, smaller IC design houses were not able to directly cooperate with IP vendors and wafer foundries. Therefore, when design foundries integrate majority of IPs and simplify the process of IP authorization, small IC design houses can obtain IP licensing agree- ments and reduce their R&D costs. For IC design houses, further advantages of cooperating with design foundries include the following: i. Providing useful IP source: Simplifying the process of authorization and obtaining IP license. ii. Time to market: Accelerating new product time to market by understanding advanced IP process. iii. Total solution: Creating a total solution for SoC design services that includes design foundries, wafer foundries, and IP vendors. In summary, the business models of IC companies need to open up and incorporate the benefit of intermediate markets for innovation and IP, while managing the risks associated with those markets. Consider the example of some IC companies. Table 1 shows that the revenue growth rate and compound annual growth rate (CAGR) for IC companies in the past five years since 2004. Through a design foundry, Companies A to E formed an industrial partnership in the IC industry. Company F is an IDM company. We replaced Companies A to F with company names, because of non-disclosure information. Company A has increased at a CAGR of 52.39% over a five-year period, representing impressive growth in the IC industry for the period 2004 to 2009. Company B and Company E grew at a 12.44% and a 16.37% CAGR, respectively, while Company C and Company D had lower CAGR in the same period. The lowest CAGR of 0.53% was shown by Company F. These figures indicate that IP-enabled business and fabless companies have grown faster than IC manufacturers during the observed period (2004 to 2009). IDM companies grew even more at a lower CAGR than did IC manufacturers. This data confirms that the more business models open up, the more benefits IC companies can create and capture. With the support of design foundries, IC design houses can compete with IDM companies. With IP reuse and IP integration from IP vendors and design foundries, the design cycle of an IC chip can be reduced. This, in turn, increases the speed at which IC companies can achieve CAGR. Compared with IDM, firms in the IC industry can create a win-win situation by adopting open business models. DISCUSSION AND CONCLUSION If a company adopts an open business model, it can create its business model as a platform to lead its industry, including both suppliers and customers. Open business model highlight the inter-organizational activities. In this industry ecosystem, an innovative intermediary must have not only sufficient industry knowledge to integrate value chain activities into various products or services, but must also have specialized abilities to solve problems efficiently among collaborative partners. In the IC industry, design foundries play a key role as innovation intermediary, creating a platform for effectively organizing and coordi- nating the work of many others. Through a platform like design foundry, each organization can earn profit and derive benefit from the ecosystem of the IC industry. The SoC design foundry is an exemplar case of an open business model in practice. In conclusion, the IC industry has adopted many of the features of an open innovation model, including how design foundries form a
7650 Afr. J. Bus. Manage. bridge between buyers and suppliers in the IC industry, providing a great benefit to the entire IC industry. Open innovation increases the breadth of business and technological interdependencies in partnerships. Open business models contain various compound theories and numerous innovation processes. Examining the roles of innovation may assist the development and testing of open innovation theory. An important continuing research question is the extent to which industries justify the roles of innovation intermediary, what their interdependent characteristics are, how innovations can be applied, and how innovation intermediaries enable open business models to be managed economically. REFERENCES Amin A, Cohendet P (2004). Architectures of Knowledge: Firms, Capabilities, and Communication. Oxford: Oxford University Press. Anderson E, Coughlan AT (1987). International Market Entry and Expansion via Independent or Integrated Channels of Distribution. J. 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Chu PY, Hsiung HH, Huang CH, Yang CY (2008). Determinants of the Valuation of Intangible Assets- A Contrast between Taiwanese and American IC Design Houses. Int. J. Technol. Manage., 41(3/4): 336-358. Chu PY, Teng MJ, Huang CH, Lin HS (2005). Virtual Integration and Profitability: Some Evidence from Taiwan's IC industry. Int. J. Technol. Manage., 29(1/2): 152-172. Coase RH (1937). The Nature of the Firm. Economica, 4(16): 386-405. Contractor FJ, Lorange P (2004). Why Should Firms Collaborate? The Strategic and Contractor, P. Lorange (eds.). Cooperative Strategies and Alliances in International Business: Joint Ventures and Technology Partnership between Firms (Oxford: Elsevier Science Ltd), pp. 3-30. Dodgson M, Gann D, Salter A (2006). The Role of Technology in the Shift towards Open Innovation: The Case of Procter & Gamble. R D Manage., 36(3): 333-346. Duysters G, Kok G, Vaandrager M (1999). Crafting Successful Strategic Technology Partnerships. R D Manage., 29(4): 343-351. Dyer JH, Singh H (1998). The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage. Acad. Manage. Rev., 23(4): 660-679. Hagedoorn J (2002). Inter-firm R&D Partnerships: An Overview of Major Trends and Patterns since 1960. Res. Policy., 31(4): 477-492. Hennart JF, Kryda GM (1998). Why Do Traders Invest in Manufacturing? in G. Jones (ed.). The Multinational Traders (London: Routledge), pp. 213-227. Kirmani A, Rao AR (2000). No Pain, No Gain: A Critical Review of the Literature on Signaling Unobservable Product Quality. J. Market., 64(2): 66-79. Klein S, Frazier GF, Roth VJ (1990). A Transaction Cost Analysis Model of Channel International Markets. J. Market. Res., 27(2): 196-208. Ku KC, Gurumurthy CK, Kao HP (2007). Inter-firms Collaboration of Joint Venture in IC Foundry Business. Technovation., 27(5): 296-305. Maula MVJ, Keil T, Salmenkaita JP (2006). Open Innovation in Systemic Innovation Context in H.W. Chesbrough, W. Vanhaverbeke, J. West (eds.), Open Innovation: Researching a New Paradigm (Oxford: Oxford University Press), pp. 241-257. Sher PJ, Yang PY (2003). The Effects of Innovative Capabilities and R&D Clustering on Firm Performance: The Evidence of Taiwan’s Semiconductor Industry. Technovation, 25(1): 33-43. Skaggs BC, Snow CC (2004). The Strategic Signaling of Capabilities by Service Firms in Different Information Asymmetry Environments. Strateg. Organ., 2(3): 271-291. Spulber DF (1996). Market Microstructure and Intermediation. J. Econ. Perspect., 10(3): 135-152. Teece DJ (1996). Firm Organization, Industrial Structure, and Technological Innovation. J. Econ. Behav. Organ., 31(2): 193-224. Tellis GJ, Wernerfelt B (1987). Competitive Price and Quality under Asymmetric Information. Market. Sci., 6(3): 240-253. Vanhaverbeke W, Cloodt M (2006). Open Innovation in Value Networks in H.W. Chesbrough, W. Vanhaverbeke, J. West (eds.). Open Innovation: Researching a New Paradigm (Oxford: Oxford University Press), pp. 258-287. Williamson OE (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press. Yin RK (2008). Case Study Research: Design and Methods. London: Sage.
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African Journal of Business Managem
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Editors Prof. Wilfred Isioma Ukpere
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Electronic submission of manuscript
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Fees and Charges: Authors are requi
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Table of Contents: Volume 5 Number
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7166 Afr. J. Bus. Manage. the high
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7168 Afr. J. Bus. Manage. Cargo mov
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7170 Afr. J. Bus. Manage. has produ
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7172 Afr. J. Bus. Manage. resources
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7174 Afr. J. Bus. Manage. celebrate
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7176 Afr. J. Bus. Manage. effective
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7178 Afr. J. Bus. Manage. interacti
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7180 Afr. J. Bus. Manage. firstly,
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7182 Afr. J. Bus. Manage. TQM pract
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7184 Afr. J. Bus. Manage. with lowe
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7186 Afr. J. Bus. Manage. in a diff
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7190 Afr. J. Bus. Manage. Decision
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7192 Afr. J. Bus. Manage. restructu
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7194 Afr. J. Bus. Manage. Performan
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7196 Afr. J. Bus. Manage. firm perf
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African Journal Of Business Managem
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7200 Afr. J. Bus. Manage. to establ
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7202 Afr. J. Bus. Manage. marketing
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7204 Afr. J. Bus. Manage. initial a
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7206 Afr. J. Bus. Manage. from the
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7208 Afr. J. Bus. Manage. Phillips
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7210 Afr. J. Bus. Manage. of the sa
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7212 Afr. J. Bus. Manage. ′ w k m
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7214 Afr. J. Bus. Manage. procedure
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7218 Afr. J. Bus. Manage. Figure 2.
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7220 Afr. J. Bus. Manage. stimulate
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7222 Afr. J. Bus. Manage. these com
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7228 Afr. J. Bus. Manage. Table 2.
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7234 Afr. J. Bus. Manage. CRM resea
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7238 Afr. J. Bus. Manage. The one a
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7242 Afr. J. Bus. Manage. and Norto
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7250 Afr. J. Bus. Manage. DEFINING
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7256 Afr. J. Bus. Manage. critical
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7260 Afr. J. Bus. Manage. external
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7262 Afr. J. Bus. Manage. represent
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7270 Afr. J. Bus. Manage. business
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7274 Afr. J. Bus. Manage. Satisfact
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7276 Afr. J. Bus. Manage. Score of
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7282 Afr. J. Bus. Manage. Satisfact
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7292 Afr. J. Bus. Manage. determine
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7298 Afr. J. Bus. Manage. Procedure
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7308 Afr. J. Bus. Manage. required
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7318 Afr. J. Bus. Manage. expectati
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7320 Afr. J. Bus. Manage. Compensat
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7324 Afr. J. Bus. Manage. Psychol.,
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7326 Afr. J. Bus. Manage. the resea
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7328 Afr. J. Bus. Manage. Z( T, whe
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7330 Afr. J. Bus. Manage. (10) and
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7332 Afr. J. Bus. Manage. during wh
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7334 Afr. J. Bus. Manage. optimal v
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7336 Afr. J. Bus. Manage. satisfact
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7340 Afr. J. Bus. Manage. female re
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7344 Afr. J. Bus. Manage. Populatio
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7352 Afr. J. Bus. Manage. ln S = ln
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7356 Afr. J. Bus. Manage. but some
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7358 Afr. J. Bus. Manage. investiga
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7360 Afr. J. Bus. Manage. when conf
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7362 Afr. J. Bus. Manage. PCs in a
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7364 Afr. J. Bus. Manage. supported
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7366 Afr. J. Bus. Manage. Psychol.,
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7368 Afr. J. Bus. Manage. social pr
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Table 2. Companies and countries co
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to CSR clearly and reliably. The st
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consumers to participate with the t
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A Liao 7379 Figure 1. Example of ev
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Table 3. Summary statistics of the
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Table 5. Utilities for subject 1 Li
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REFERENCES Anderson JC, Narus JA (1
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7386 Afr. J. Bus. Manage. aggregate
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7388 Afr. J. Bus. Manage. Analysis
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(Bass and Avolio, 1994). Leaders fo
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the employees. When employees are e
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Table 1. Means, standard deviation
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negativity in the organization. Tra
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of psychological ownership. Thus te
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Meyer JP, Becker TE, Vandenberghe C
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goods industry in the future. LITER
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F + 2 0. 110 * F + Table 3. Factor
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APPENDIX Data for evaluation on the
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anks. Camanho and Dyson (2005) enha
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Step A-4: Correlation analysis Star
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Table 1. Original raw data of input
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Table 5. Scenario table. Wang and W
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Delmas M, Toka Y (2005). Deregulati
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Technology managers need to attract
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λ is the parameter for risk aversi
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specified ranges of return, for eac
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Carlsson C, Fulle´r R, Majlender P
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Stock Exchange, (Rao, 2010) in Nati
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etween size and unsystematic risk i
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The research schema Figure 1 indica
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Table 3. Result of Freidman rank te
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Table 8. The result of Spearman cor
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significant differences between the
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leadership. The process of manageri
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indices of quality of life work. On
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Figure 2. The values of standardize
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Table 4. The values of coaching ind
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Table 1. Contrast between hedonic a
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in consumers’ shopping behavior.
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et al., 2006; Carpenter, 2008). For
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Table 2. contd Shopping satisfactio
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value in the construct of clothing
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independence, assertiveness, innova
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over those of competitors in order
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Table 2. Demographic profile and ce
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Table 4. Service satisfaction level
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There is a strong significant corre
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Dean AM (2004). Rethinking customer
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as a margin rate of 10% and rest to
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(7) Table 1. Descriptive statistics
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APPENDIX A Table 1. Failure rate te
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Table 1. Results of the multivarian
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Figure 3. Entrepreneurship as a fun
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Furkukawa K, Shafer WE, Lee GM (200
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happen to firms of any and all size
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participants attributed their failu
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Table 1. Descriptive statistics of
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Table 4 Contd. Inconsideration of l
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Table 5 Contd. Manufacturing 2.17 1
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The CLRP is an NP-hard problem, so
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No START Form a new cluster. Select
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Table 1. Computational results of G
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Table 1. Correlation of facets of C
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Figure 1. Theoretical approach adop
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quadrant (III), including product v
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consistently showed negative (posit
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signal. This hypothesis predicts a
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Variables are defined as in the ful
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Table 3. The results of model (2).
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around the world. Q. Rev. Econ. Fin
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tourism industry development. In th
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Table 2. Canonical correlation. 2 C
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Table 5. Bilateral analysis and ran
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strategies (Hart, 1995; Tello and Y
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Table 1. Reliability and construct
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Table 3. Latent variables test. She
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Haines R, Street M, Haines D (2008)
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owned insurance firm to enter the m
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affective commitment; organizationa
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Figure 1. Structural relationships
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Prior to analysis, variables were e
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Table 1. Effect decomposition for M
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Figure 5. Unstandardized estimates
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prospects. In other words, less wor
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goal of a SCM process is to create
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Sale Lean Supply Chain (LSC) Growth
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Upper Saddle River: Pearson Prentic
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the green awareness movement by ado
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usiness practices than smaller firm
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Table 3. Descriptive statistics and
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China. Green leadership could be em
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APPENDIX Appendix 1: Measures of ob
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Emotional intelligence Self monitor
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ship between a people’s perceived
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Table 1. Analysis of the reliabilit
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Table 4. Results from hypothesis te
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Ajzen I, Driver BL (1992). Applicat
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mono production economy, and rural
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Table 2. Pearson correlation betwee
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Table 1. Behavioral Phenomenon that
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Table 3. Test period data. Table 4.
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Page 458 and 459: Table 1. Components of a mentoring
Page 460 and 461: Table 3. Perceptions on the success
Page 462 and 463: Table 5. Characteristics of a mento
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Page 466 and 467: Table 7. Ideal characteristics of m
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Page 476 and 477: directors and propose the board ind
Page 478 and 479: composition is the outcome of a neg
Page 480 and 481: Table 1. Descriptive statistics. Ti
Page 482 and 483: Table 3. The determinants of board
Page 484 and 485: Booth JR, Cornett M, Tehranian H (2
Page 486 and 487: provides a wider response and swift
Page 488 and 489: Correlation “Customary Approach
Page 490 and 491: Table 2. Correlation matrix of EAC
Page 492 and 493: Table 9. Intra-EAC imports as share
Page 494 and 495: Martin JC (1999). The European Mone
Page 496 and 497: participate in the highest degree o
Page 498 and 499: innovation. A secondary innovation
Page 500 and 501: Figure 2. The switching ecology of
Page 506 and 507: variables (Beattie and Jones, 1999a
Page 508 and 509: Table 3. Explanations of dependent
Page 510 and 511: Courtis JK (1997). Corporate annual
Page 512 and 513: treated in the literature, its rela
Page 514 and 515: company. METHODOLOGY Table 1. Quest
Page 516 and 517: as an important factor in the manag
Page 520 and 521: satisfaction may also reduce the ov
Page 522 and 523: Table 1. Customer expectations on s
Page 524 and 525: Table 2. Contd. Machirori and Fatok
Page 526 and 527: and travelling may lead to satisfac
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Page 530 and 531: Table 1. Organizational elements mo
Page 532 and 533: Table 2. Studying the demographical
Page 534 and 535: education might involve plenty of c
Page 538 and 539: (Deng et al., 2010). To date, there
Page 540 and 541: Table 2. Results of hierarchical re
Page 542 and 543: WOM. The comparison can be seen in
Page 544 and 545: UPCOMING CONFERENCES International
Page 546: African Journal of Business Managem
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