Title: Intellectual capitals, business models and performance measurements in forming strategic network

Authors: Tzu-Ju Ann Peng, Johnson Chung-Hsin Yang, Stephen Pike, Goran Roos

Addresses: Business Administration Department, National Chengchi University, 64, Sec. 2, Chinan Rd., Taipei 116, Taiwan; Centre for Business Performance, School of Management, Cranfield University, Cranfield, Bedfordshire, MK43 0AL, UK. ' Sinon Co., 35 Chung-Shan Rd., Ta-Tu Hsiang, Taichung Hsien 432, Taiwan. ' Intellectual Capital Services Ltd., 1 Lyric Square, London W6 0NB, England, UK; Centre for Business Performance, School of Management, Cranfield University, Cranfield, Bedfordshire, MK43 0AL, UK; Warwick Business School, University of Warwick, Coventry, CV4 7AL, UK; Helsinki School of Economics Executive Education, Singapore; VTT Technical Research Centre of Finland. ' Intellectual Capital Services Ltd., 1 Lyric Square, London W6 0NB, England, UK; Centre for Business Performance, School of Management, Cranfield University, Cranfield, Bedfordshire, MK43 0AL, UK; Warwick Business School, Warwick Business School, University of Warwick, Coventry, CV4 7AL, UK; Helsinki School of Economics Executive Education, Singapore; VTT Technical Research Centre of Finland

Abstract: How firms identify the intellectual capitals, business models and performance measurements for forming a strategic network with competitors? Both intellectual capital and coopetition strategy have become heated issues in strategic management field. Firms involved in cooperation with competitors should not only design their collective business models but also dedicate their intellectual capitals to create performance. Linking intellectual capital perspective, business model, and performance management, this paper aims at answering three questions: What are the intellectual capitals required to form a strategic network with competitors? What is the collective business models designed for cooperative strategies? And what are the performance indicators for measuring the collective business models? In this study, we have investigated a supermarket strategic network. We conducted an in-depth face-to-face interview with 14 CEOs in the network. They, together, have defined five key business models and developed important intellectual capitals necessary for implementation of the business models. They also have identified critical performance measurements. This practice-oriented study contributes a more complete understanding of intellectual capital, business model, and performance measurement in forming strategic network.

Keywords: collective business models; performance measurement; strategic networks; competitors; coopetition; strategic management; cooperation; performance management; cooperative strategies; performance indicators; supermarkets; CEOs; chief executive officers; Taiwan; learning; intellectual capital; innovation.

DOI: 10.1504/IJLIC.2011.041077

International Journal of Learning and Intellectual Capital, 2011 Vol.8 No.3, pp.328 - 347

Published online: 30 Jun 2011 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article