The International Conference on Business Case Research ...centennialcollege.hku.hk/f/upload/2468/ICBCR2016_Proceedings.pdf · The International Conference on Business Case Research

School of Management

Centennial College

Proceedings

The International Conference on Business Case Research

(ICBCR 2016)

Hong Kong

December 12 – 14, 2016

Management and Innovation

Drucker’s Legacy in the 21st Century Management

Centennial College An Independent College Established by

The University of Hong Kong

The International Conference on Business Case Research (ICBCR 2016)

December 12-14, 2016, Hong Kong

i

Contents

Preface .................................................................................................................................................... 1

Reflections on the Definition of Management as a Liberal Art: MLA 2.0 ............................................. 2

Paper Abstracts for Session A Management as a Liberal Art, Corporate Social Responsibility, Sustainability and Social

Enterprises............................................................................................................................................... 4

Tripartite Collaborative Model of iEnterprise: A Case Study for Impact Investment ............. 5 Innovative Service Design to Create an Inclusive Taxi Industry — A Case Study of

Diamond Cab ............................................................................................................................. 6 Zambia Open University: A Shining Social Entrepreneurial Dream ......................................... 7 “Company With No Boss” – How Start-Up Community Changes Traditional Corporate

Hierarchy Structure .................................................................................................................... 8 From Management to Governance: A Philosophical Analysis of the Innovation in Human

Resources ................................................................................................................................... 9 Sharpe Energy Inc.: Ethical Contracting.................................................................................. 10 Inclusive Growth for Sustainable Development: Bangladesh Perspective .............................. 11 A Subjectivist Approach to Innovation Management .............................................................. 12 Sustainable Service Supply Chain Management ..................................................................... 13

Paper Abstracts for Session B Innovation in Management and Entrepreneurship ................................................................................ 14

Management Control in the Innovation Process - A Success Factor? ..................................... 15 The Effects of Culture on Entrepreneurial Innovation: A Comparative Study of Japan and

the United States ...................................................................................................................... 16 Innovation Is the Least Management ....................................................................................... 17 i-education: Relationship Management and Technology Innovation ...................................... 18 Dust Production: From 3D Printing to 3D Printing Design – Creating a New Creative

Industry .................................................................................................................................... 19 An Empirical Analysis on Factors Influencing Entrepreneurial Intention ............................... 20 Biyao: Leading the Customer-to-Manufacturer Business Model Innovation .......................... 21 Early Challenges of a New Startup .......................................................................................... 22 Leveraging Architectural Knowledge Towards Platform Leadership: The Case of

Personal and Service Robotics ................................................................................................. 23

Paper Abstracts for Session C New Frontiers in Finance, Information Management and Marketing ................................................... 24

Do Leaders Affect Knowledge Management Practice? The Case of Firms in Serbia ............. 25 Experiences With Planetary Organization ............................................................................... 26 EDO and 巨浪大切:Do What the Competitors Don’t Do, Brand in a Specified Position

to Be Outstanding .................................................................................................................... 27 Impact of Succession Planning on Organisational Effectiveness With Special Reference

to Selected Indian Public Sector Banks ................................................................................... 28



ii

The Impact of Supply Chain Resilience on Financial Performance: Insights From

Competitive Strategy Theory ................................................................................................... 29 Compensation Dispute of Delayed Order Fulfillment Between BENBO and Its

Outsourcing Manufacturer – A Case Study ............................................................................. 30 The Modern Day Marketing, From Jewellery Industry Perspective ........................................ 31 Games Beyond Entertainment Purpose – A Case Study ......................................................... 32 The Stock Market Reaction to the Launch of Smart Device-Based Initiatives ....................... 33 Banking Users’ Adoption of e-banking Services in Bihar ....................................................... 34 ASE’s Hostile Takeover of SPIL ............................................................................................. 35

Paper Abstracts for Session D Macro-Economics, Capital Market, National and Industrial Policy ..................................................... 36

Distinctive Features on Sales and Marketing Management in Education Sector .................... 37 The Effect of a Government Innovation Program on Firm-Level R&D: The Case of

SMEs in Korea ......................................................................................................................... 38 Mechanisms of Governing Information Infrastructure Building in China’s Healthcare

Industry .................................................................................................................................... 39 Reliability of Pharma Logistics Service in India - A Study ..................................................... 40 Cause and Effect Relationship Between Financial Derivatives and Spot Market Volatility:

A Case Study of Indian Capital Market ................................................................................... 41 A Philanthropist Psyche in Trepidation; Stakeholders Espousal CSR in Restructuring

Organizational Performances - In Reference to Indian Banking Industry - A Research

Paper ........................................................................................................................................ 42 efin Recruiters: Sustaining Competitive Advantage in Indian Recruitment Process

Outsourcing Industry – A Case Study...................................................................................... 43 Relationship Between Macroeconomic Variables and Stock Market in the Indian Context,

1992 – 2015 ............................................................................................................................. 44 A Study on Terrorism Susceptibility & Insurance Coverage Requirements of Corporates

– An Indian Scenario ............................................................................................................... 45 The Ecosystem of University-Industry Collaboration in Taiwan ............................................ 46 GoGoVan: How Drucker's Insights on Entrepreneurship Resonated With the Start-Up's

Human Resources Approach .................................................................................................... 47

Paper Abstracts for Poster Session........................................................................................................ 48

SC Storage: Driving Businesses Through Innovative Marketing and Business

Intelligence – A Case Study ..................................................................................................... 49 A Study on Service Quality, Customer Satisfaction and Customer Loyalty Towards Hotel

Industry .................................................................................................................................... 50 Big Data Analytics and Balanced Scorecard – A Case Study ................................................. 51 Legal Infrastructure for the Cooperative Logistics .................................................................. 52

Industry Insights From Practitioners: .................................................................................................... 54

Learning From the Best Creative Works ................................................................................. 54 Hearing Future: Insights of Audiological Advancements for Aged-Related Hearing

Impairment ............................................................................................................................... 54



1

Preface

The School of Management at Centennial College is pleased to host the first International

Conference on Business Case Research (ICBCR) between December 12 and 14, 2016,

which focuses on “Management and Innovation” and “Drucker’s Legacy in the 21st

Century Management”. The conference is fully supported by a grant from the Research

Grants Council of the Hong Kong Special Administrative Region, China

(UGC/IDS12/14).

Globalization and technological advancement have blurred national borders in modern

business. Companies around the world face intense competition from local and global

players. To sustain competitiveness, effective management and innovation become two

major trends of modern management. At ICBCR, scholars, government officials and

industrial leaders around the world exchange ideas and share their experience and

expertise.

Prof. Peter F. Drucker, also honored as “the founder of modern management,” was a

leader in the development of management education. His writings lay the philosophical

and practical foundations of modern business corporations. Prof. Drucker was interested

in exploring how humans were organized across the business, government, and non-

profit sectors. He invented the concept of “management by objectives”, “self-control”

and “knowledge-worker”. His writings have predicted many major developments of the

late 20th

century, including privatization and decentralization; the rise of Japan to

economic world power; and the emergence of the information society with its necessity

of lifelong learning.

Some of his ideas are reflected in the papers submitted from around the world for this

conference, not to mention the keynote speeches. Most of these papers will be presented

in the conference’s parallel sessions in the following themes: Management as a Liberal

Art, Corporate Social Responsibility, Sustainability and Social Enterprises; Innovation in

Management and Entrepreneurship; New Frontiers in Finance, Information Management

and Marketing; and Macro-Economics, Capital Market, National and Industrial Policy.

We would like to thank you all for participating in this very first conference organized by

the School of Management of Centennial College. Sincere thanks to all our authors,

reviewers, speakers, panelists and colleagues without whom this valuable event would

not happen. We look forward to learning from each other. Let us be inspired to reach new

horizons in modern management.

ICBCR 2016



2

Reflections on the Definition of Management as a

Liberal Art: MLA 2.0

Assembled by Prof. Joseph A. Maciariello August 4, 2016

“We do not know yet precisely how to link the liberal arts and management. We do not know

yet what impact this linkage will have on either party — and marriages, even bad ones,

always change both partners.” — Drucker, Teaching the Work of Management, Fall 1988.

“Management is thus what tradition used to call a liberal art: “liberal” because it deals with

the fundamentals of knowledge, self knowledge, wisdom, and leadership; “art” because it is

practice and application. Managers [should] draw on all the knowledge and insights of the

humanities and the social sciences—on psychology and philosophy, on economics and

history, on ethics as well as on the physical sciences. But they have to focus this knowledge

on effectiveness and results — on healing a sick patient, teaching a student, building a

bridge, designing and selling a “user-friendly” software program." — Drucker, The New

Realities: In Government and Politics/in Economics and Business/in Society and World View,

1989.

Peter Drucker’s writings have as their overall purpose the development of a functioning

society. This is the broader domain for The Practice of Management as a Liberal Art.

“A functioning society must always be capable of organizing the tangible reality of the social

order. It must master the material world, make it meaningful and comprehensible for the

individual, and it must establish legitimate social and political power. No society can function

unless it gives the individual member social status and function, and unless the decisive

social power is legitimate power. The former establishes the basic frame of social life: the

purpose and meaning of society. The latter shapes the space within the frame: it makes

society concrete and creates its institutions. If the individual is not given social status and

function, there can be no society but only a mass of social atoms flying through space without

aim or purpose. And unless power is legitimate, there can be no social fabric; there is only a

social vacuum held together by mere slavery or inertia.” — Drucker, January 31, The Daily

Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done, 2004.

Legitimate power stems from the same basic belief of society regarding man’s nature and

fulfilment [emphasis mine] on which the individual’s social status and function rest. Indeed,

legitimate power can be defined as rulership which finds its justification in the basic ethos of

society.” — Drucker, A Functioning Society: Community, Society, and Polity in the Twentieth

Century, 2011.



3

Drucker assumes the Christian concept of man’s nature. For example, in a passage from his

1942 article in the Virginia Law: “The only basis of freedom is the Christian concept of

man’s nature: imperfect, weak, a sinner, and dust destined for dust; yet made in God’s image

and responsible for his actions.” — Drucker, Virginia Law Review, Autumn 1949.

http://www.vqronline.org/essay/freedom-industrial-man

The conversion of The Practice of Management as a Liberal Art to the Confucian concept of

man’s nature should contrast the assumptions of this concept of man’s nature whenever it is

relevant in Drucker’s work.

In summary, The Practice of Management as a Liberal Art is focused upon the human being.

We end this definition with a quote from Drucker on the human being within organizations

and society:

“[T]he one theme that runs through all my books, from the earliest to the latest is that of the

freedom, the dignity, the status of the person in modern society, the role and function of

organization as instrument of human achievement, human growth and human fulfillment, and

the need of the individual for both, society and community.” — Drucker, “Reflections of a

Social Ecologist,” Society, May/Jun92, Vol. 29 Issue 4, p57.

Management as a Liberal Art vs. Management and the Liberal Arts

Management as a Liberal Art (MLA) differs from Management and the Liberal Arts in that

MLA seeks to integrate the practice of management and the liberal arts (paragraph 2 above),

whereas Management and the Liberal Arts presents the liberal arts separately from the

practice of management.

The integration of the liberal arts and management as Drucker states in paragraph one above

is ongoing.

Prof. Joseph A. Maciariello was a colleague of Prof. Peter Drucker’s for 26 years and

taught Prof. Drucker’s courses to reduce his teaching load. He coauthored The Daily

Drucker and The Effective Executive in Action with Prof. Peter Drucker. He is the Marie

Rankin Clarke Professor of Social Science and Management Emeritus at The Peter F.

Drucker and Masatoshi Ito Graduate School of Management.

http://www.vqronline.org/essay/freedom-industrial-man



4

Paper Abstracts for Session A

Management as a Liberal Art, Corporate Social

Responsibility, Sustainability and Social Enterprises



5

Tripartite Collaborative Model of iEnterprise:

A Case Study for Impact Investment

Ilex K. K. Lam, iEnterprise Foundation, Hong Kong

Abstract

“Impact investments are investments made into companies, organizations, and funds with the intention

to generate measurable social and environmental impact alongside a financial return.” (GIIN).

iEnterprise Foundation has established a business model of a Tripartite Collaborative Model (TCM) to

depict the logic of cross-sector collaboration among the social enterprises, nongovernmental

organizations (NGOs) and the corporate sectors. Under the framework of the TCM, iEnterprise, a

privately owned “Work Integrated Social Enterprise”, set up a call center in Hong Kong to create

employment opportunities for people with disabilities and those from underprivileged communities.

The tripartite partnership of iEnterprise was further developed with a “value added” outsourcing

contract from a corporate partner who was advocating the principle of “Creating Shared Value” and a

“win-win” servicing agreement with a sustainable NGO partner. The set of key performance indicators

of iEnterprise was compared with other funding and operating models of WISE in HK. The high

performing and successful value-creation experience of iEnterprise was analyzed and evaluated as a

case study for the TCM and its implication for the development of impact investment. The findings

confirmed the possibility of building a form of tripartite social enterprise under the collaborative

framework of a TCM characterized by an impact investment resulting with low start up cost,

profitable operation with low risk profile and high social impact with effective workfare creation on

capital employed.

Keywords: business model, collaboration, creating shared value, impact investment, social enterprise



6

Innovative Service Design to Create an Inclusive Taxi

Industry — A Case Study of Diamond Cab

Anna Tsui, The Chinese University of Hong Kong, Hong Kong

Kevin Au, The Chinese University of Hong Kong, Hong Kong

Abstract

The global village is aging. In Asia, the demographic transition is also drastic. Hong Kong is now the

second oldest society in Asia. Aging comes with it illnesses and retarded bodily functions. Many of

the elderly has joined those crippled by other unfortunate reasons to use wheelchair and other assistant

equipment. However, at the moment, there is a huge gap in the access to basic and community

services, including transportation services.

It is against this background that the innovative point-to-point rehab-taxi service of Diamond Cab is

analysed. This social enterprise in Hong Kong reduces the gap between the needy and the general

public through inclusive taxi service and other caring programs. Its design “prepares the market” and,

in effect, enables wheelchair users, investors, call centre service, NGOs, taxi drivers and other

stakeholders to work together. Ms Doris Leung is the chief founder of Diamond Cab. Since 2008, she

studied the market, the law, and the competitors and designed a new business model to implement its

service, using private money and not public funds. She and the SVhk (Social Ventures Hong Kong), a

venture philanthropy fund, liaised with officials for rehab-taxi license, imported new rehab-taxis

directly from Japan, and set up the 24 hours call centre service.

In 2011, Diamond Cab successfully forged a new business model in taxi industry. Nearly 13,000

orders were received in the first six months and the strategic partnership expanded to local elderly

homes care, local chain restaurant and corporate CSR programs. The company is not a mere transport

service provider, it gives positive thinking to the passengers who has been left behind because of

social isolation and unconcerned public service. The inclusive service brings the needy back into the

community and revitalizes their life with respect.

This case study tries to document the intriguing design of its service and suggest a few principles for

further research and other ambitious social service designers.

It contributes to understanding how social entrepreneurs can design innovative service to address an

ignored market. First, Diamond Cab as a social enterprise adopts the philanthropy model to solve the

social problem, create social value and promote inclusive community in Hong Kong. Also, as the

company expands, it actualizes the rights of the needy, e.g. visiting hospital to cinema, and creating

new service demands, such as tourists and patients with emergency need. Lastly, the Diamond Cab’s

breakthrough in licensing and servicing design would be a potential social franchise for other cities to

procure. It may become role model of inclusive service for global application one day.

Keywords: rehabilitation service, transportation service design, social enterprise, entrepreneurship



7

Zambia Open University: A Shining Social

Entrepreneurial Dream

Chiselebwe Ng’andwe, The University of Zambia, Zambia

Abstract

Entrepreneurship is today globally recognised as one of the major drivers of economic development.

Indeed, Africa’s weak entrepreneurial traditions and practices have often been cited as a major

constraint on Africa’s economic development prospects. In Zambia casual evidence shows that a

major barrier to growth of entrepreneurial undertakings is the common practice of Zambian

entrepreneurs to go it alone which tends to limit organisational and management capabilities to the

personal (organisational and management) endowments of the individual entrepreneur. This also tends

to narrow the resource mobilisation opportunities, especially in the early stages of the business; with

resultant stunting effects on the growth of the business.

The rapid and steady growth of the Zambia Open University (ZOU) reflects innovative approaches in

the organisation and management of a social entrepreneurial dream. Established in 2005 the ZOU has

rapidly grown to be one of Zambia’s academically competitive providers of university education. The

university started as a dream of Prof Dickson Mwansa of the University Of Zambia (UNZA) who was

concerned by the low university education opportunities offered by the then only three public

universities. After witnessing UNZA’s admission of only 1000 students from a total of 10,000 well

qualified applicants in 2002, Prof Mwansa decided to set up a private university to supplement public

sector provisions of university education. Without the requisite money, he resigned to pursue this

dream, and invited fellow academics to join him, and also invited people he knew to subscribe to the

initial capital base. From the initial student enrolment of 400 in 2005, the university has steadily risen

to 6000 student enrolment in 2016.

The transition from sole entrepreneurship to corporate entrepreneurship at the very beginning of the

business led to radical organic development. The collective approach gave both the dreamer and the

invited business promoters the necessary confidence in the dream, and enabled them to adopt a strong

corporate culture which anchored their organisation and management capabilities.

The ZOU is a study in entrepreneurial focus and perseverance; innovative organisational and

management style; effective management of growth through smooth entrepreneurial transition to

corporate structure and culture; and effective succession planning.

Keywords: Zambia Open University, entrepreneurial dream, vision bearer, academic ambition,

corporate governance, succession plan



8

“Company With No Boss” – How Start-Up

Community Changes Traditional Corporate

Hierarchy Structure

Ka Shing Lit, Censpot Trading Corporation Limited, Hong Kong

Abstract

Recent Uber’s scandal has caused much debate in society on its legal status and disobedience to

government’s order. As a matter of fact, Uber is no on its own with those natures. Start-ups like Uber,

Fiverr, AirBnB; from their external business to its internal corporate structure, have emphasized much

on disobedience, disruption and destruction to tradition. Such kind of culture has seen an increasing

popularity among working class all over the world, especially youngsters who share similar values.

And this has indeed been spread to traditional firms affecting their long-believed core values, and one

of the most important changes seen could be on their hierarchy structure.

The presenter, who himself as a renowned start-up entrepreneur supported by local government-

supported incubation program, with previous experience serving in traditional firms, will be sharing

how traditional firms learn from start-ups in changing their long-believed and sustained hierarchy

structure, and how this will further change overall business environment and ways of conducting

business. Effect of such on human resources, marketing, and academics will also be discussed. Further

discussion and insights on why and how the perception of traditional firms towards start-ups has

changed will also be made.

Keywords: business innovation, entrepreneurship, management, human resources, disruptive,

disobedience, business transformation, start-ups



9

From Management to Governance: A Philosophical

Analysis of the Innovation in Human Resources

Hui Dong, Huazhong University of Science and Technology, China

Bing Chen, Huazhong University of Science and Technology, China

Abstract

Without doubt, human resources has exceeded essential productive factors such as capital and land in

the conventional sense and becomes the most active and creative elements in modern society.

Although theoretical innovation did not stop racing ahead, what is puzzling is that practice repeatedly

suffered Waterloo. To trace the reason, it mainly because the previous transitions stay around

superficial levels which called techniques such as processes, tooling, and methods, thus failed to hit a

breakthrough within the management structure. If we want to achieve the innovation of human

resource management, coming to Human Resources Governance is a good way. The solution

presented in this article is that the transition from human resource management to governance is

necessary and essential. That is to say from the "management" of a single subject to the “Multiple

Governance Subjects". It means the reconstruction of relations among senior leaders, human resources

professionals, line managers, employees, and external consultants. It mainly includes wide content,

which can be understood from three aspects, plural forces participate in the governance, negotiation

and consultation, and result of justice.

From the view of philosophy, “Institutionalized people” of management should be reexamined and

people’s subjectivity, creativity and totality should be resuscitated. The thinking mode also should be

changed deeply, that is, from vertical and forced thinking mode to multi-dimensional and multi-level

thinking mode. In particular, as a new overall trend, this budding has significance meanings which can

be a principle guiding the reality. So, when faced with specific situation of human resources, we

should analyze specifically. In terms of corporate culture, the relationship between corporate culture

and management idea of human resources is interactive. Similarly, organizational structures and

management models have different function for the development of enterprises. Those are just kinds

of ways to organize corporate to realize its goals according to different market environment and

development situation and not diametrically opposed.

Keywords: human resources, management, governance, innovation



10

Sharpe Energy Inc.: Ethical Contracting

Wonyong Oh, University of Calgary, Canada

Young Kyun Chang, Sogang University, South Korea

Abstract

Ethical decision makings in a business environment have received increasing attention. The case of

Sharpe Energy, Canadian oil and Gas Company shows challenges of making ethical decision making,

importance of procedural justice, and multiple stakeholders involved in and impacted by decisions. In

December 2015, Mr. Wells, the CEO of Sharpe Energy, asked Mr. Holmes, the manager of the

company’s supply-chain management team, to find a way to reduce operating costs by 30% in order to

deal with the low oil prices. Mr. Holmes then called Mr. Gilmore, the engineer in charge of Drilling

Rigs at Sharpe Energy, to help with cost reductions. Mr. Gilmore did find a way, but it turned out to

be the questionable way ‒ even though the company reached its original cost savings goal. Mr.

Gilmore had tipped off three vendors with whom he has been working closely by providing them with

confidential information regarding a target bid price for drilling rigs. When the bid prices were

disclosed, Mr. Holmes had mixed feelings about the “exactly matched” bid prices that came in from

some of the vendors. This case illustrates the importance of procedural justice (i.e. the fairness of the

decision-making process), rather than simple distributive justice (i.e., the fairness of an outcome).

Keywords: chain management, cost savings, ethical decision making, procedural justice, distributive

justice



11

Inclusive Growth for Sustainable Development:

Bangladesh Perspective

Md. Shah Alam, University of Rajshahi, Bangladesh

Abstract

This paper aims at presenting the inclusive economic growth of the world in general and of

Bangladesh in particular. It dates back the globalization which starts since the collapse of communism

in the Eastern Europe and disintegration of Soviet Union into dozen states. Bipolar world reduced to

the world dominated by the United States of America. Relations among the states can be spelled out

through the economies alone. During globalization, economic development of the world in general

and a country in particular have developed much, but huge number of population have been facing

economic hardship, thus true economic development has not been achieved in terms of access to

markets, resources and economic activities etc. So, there is a need for inclusive economic

development which advances the equality of opportunities among the participants of economic

activities. The paper is mainly based on secondary information. It is divided into VIII sections-

Section I focuses on concepts of inclusive growth for the world economy; Section II highlights the

millennium development goals of united nations; Section III points out the sustainable development

goals; Section IV presents the economy of Bangladesh; Section V dwells on factors for economic

development of Bangladesh; Section VI presents the millennium development goals of Bangladesh;

Section VII points out the achievement of millennium development goal and Section VIII represents

the concluding remarks of the paper.

Keywords: globalization, inclusive economic growth, sustainable development, equality of

opportunity, bipolar world, millennium development growth



12

A Subjectivist Approach to Innovation Management

Tony Fu-Lai Yu, Hong Kong Shue Yan University, Hong Kong

Abstract

Acknowledging the shortcomings of contemporary research on the economics of innovation, this

paper proposes a subjectivist approach to innovation management. This subjectivist perspective is

originated in German economics and finds its base in the Austrian School of Economics. Based

largely on the works of Max Weber, Alfred Schutz and Ludwig von Mises, this paper develops a

subjectivist framework which can be applied to understand entrepreneurship and innovation

management. The paper focuses on the coordination and communication between innovators and

consumers. In particular, it intends to explain why some innovations or novel ideas can readily be

accepted while others may be neglected or ignored in human history. More importantly, we want to

explain why an innovation is denied at the beginning by its contemporaries but the innovator is

recognised as genius by later generations. This paper argues that the prerequisite for accepting an

innovation is to understand it. If a novel idea is not understood, we cannot expect it to be accepted.

When a person confronts with a novel idea or innovation for the first time, he or she will try to make

some senses out of its content, usefulness and style. Making sense out of a new piece of work from the

innovator means subjective understanding. Moreover, the act of innovation is essentially

intersubjective, since all human agents find their experiences necessarily associated with other people.

In the creative process, innovators create a meaningful life and share it with others. In this regard, the

innovating agent enters into a common communicative environment with its users or adopters, thus,

facilitating mutual understanding and consent. This subjectivist framework is then applied to

understand a wide range of innovation management issues, including the distinction between advances

in scientific technology and creativity in artwork, the denial and acceptance of a creative artwork, the

relationship between innovation and vertical integration strategies and consumer-innovator interaction

in the innovation process. This paper concludes that the subjectivist approach, if further developed,

can shed significant light on innovation management.

Keywords: subjectivist approach, act of interpretation, innovation management, entrepreneurship,

economics of strategy



13

Sustainable Service Supply Chain Management

Helen S.Y. Chen, The Hong Kong Polytechnic University, Hong Kong

Kee-Hung Lai, The Hong Kong Polytechnic University, Hong Kong

Edwin T.C. Cheng, The Hong Kong Polytechnic University, Hong Kong

Abstract

Service industries have been growing rapidly in magnitude and importance in both developed and

developing economies. However, despite the service sector’s far-reaching impact on the environment

and society, the consideration of sustainability issues has traditionally been more grounded in the

manufacturing sector and largely ignored in service industries with only very few exceptions.

Similarly, the service sector has been lagging behind in adopting perspectives and practices developed

in the field of supply chain management (SCM), which has been primarily built on the manufacturing

sector. This study aims to provide an overview of the interface between sustainability, SCM, and

service industries; examine the current status in the field of sustainable service supply chain

management (SSSCM); identify the gaps; and explore potential opportunities for the service sector to

contribute to the sustainable development of society. This paper starts by reviewing the current status

of interfaces among these three areas with a focus on studies in the service economy from a supply

chain perspective. After that, a typology to segment different service industries is proposed, followed

by discussions of their unique characteristics compared with the manufacturing sector and other

service segments. A re-conceptualisation of SCM at a higher level of abstraction is then presented to

incorporate both tangible and intangible products, which then serves as the basis to decompose service

supply chain processes and components for different service segments. Next, the study reviews

different schools of thought in the area of sustainable development and their implications for service

supply chains. Finally, this paper discusses future research opportunities in SSSCM.

Keywords: sustainable service supply chain management, sustainable development, supply chain

management, service industries



14

Paper Abstracts for Session B

Innovation in Management and Entrepreneurship



15

Management Control in the Innovation Process -

A Success Factor?

Klas Sundberg, Dalarna University, Sweden

Abstract

This article follows the innovative process in a company in the manufacture industry as it reached

highly competitive market positions. Through an adaptive system of management control,

management has succeeded in engaging teams to develop new products. At the same time the

company has been competitive in prices and level of service. The key to this success has been the

combination of the continuous knowledge integration and the flexible production in the company

which in turn was enabled by successive emerging improvements and a general control philosophy

that makes strategic congruence in the long run.

A multi-level case study describes innovative processes, work with product development and how

informal contacts between different functions may occur and can facilitate the development of

successful products. On the corporate level, the critical task is to prioritize and weigh the ideas in view

of the existing products and the need of strategic development.

This study illustrates a generic model that discusses strategic development and management control in

context of an unforeseen environment. This dynamic life-cycle perspective adds to previous research

in management control which has generally mainly focused on static models. The model in this article

is conceptual and based on previous research, but can also be used by management in practice. As

former studies has emphasized, there is a lack of research that analyses how innovations emerge and

the control processes that may be the part of success or failure.

Keywords: management control, formal and informal control, knowledge integration, strategy,

strategic development, strategic congruence, life-cycle perspective, longitudinal case study



16

The Effects of Culture on Entrepreneurial

Innovation: A Comparative Study of Japan and the

United States

Jessica Nga Ting Lam, Hong Kong Shue Yan University, Hong Kong

Abstract

Study regarding the impact of culture on the entrepreneurial discoveries is rare. This research is to

investigate the relationship between culture and entrepreneurial discoveries in Japan and the United

States. Particularly, this research attempts to explain and illustrate how culture influences Japanese

and American style of entrepreneurship. This paper will argue that Japanese innovations are largely

adaptive and user-friendly while most American innovations belong to technological breakthroughs.

This phenomenon is due to the difference in culture between the two countries. Cultural values

affecting Japanese style of entrepreneurship include Bushido (Samurai Spirit), two sides of

personalities, harmony (Wa) and collectivism (group belongingness). The Samurai spirit motivates

Japanese to pursue perfectionism in production. The two sides of Japanese personalities, namely

humbleness and aggressiveness, which are symbolized by ‘chrysanthemum’ and ‘sword’, affect

Japanese creativity. Furthermore, Japanese value group belongingness. The harmonious environment

(Wa culture) for Japanese is of utmost importance. For Japanese, the community as a whole is more

important than the individual. As a result, Japanese innovations aim at practical application to fulfill

community’s wants. However, American style of entrepreneurship has a different dimension of

innovations, which can be referred to as ‘Schumpeterian mode’. The American style of

entrepreneurship emphasizes on the novelty in the product. Americans are taught to be independent,

self-reliance, cherish freedom and pursue individualism. These American cultures fuel up creativity

and promote extraordinary discoveries. As Americans care more about the feeling of oneself than the

community as a whole, innovations are to fulfill one’s desire. Since Americans pay less attention to

the group reputation, they are able to explore new ideas. They also show confidence in their new ideas

and are willing to take risks in business venturing. Consequently, American entrepreneurs are able to

think out of the box and embark on technological breakthrough. This paper concludes that due to the

differences in culture, Japanese and Americans exhibit different types of entrepreneurial discoveries.

Most Japanese innovations fall into the category of ordinary discoveries, whereas many American

innovations are extraordinary discoveries. This paper uses cases to illustrate and compare Japanese

and American styles of entrepreneurship, as well as demonstrating the effect of culture on

entrepreneurship.

Keywords: entrepreneurship, innovation, discoveries, culture, Japan and the United States



17

Innovation Is the Least Management

Phoenix Hok Man Wan, Youth Entrepreneur Warrior, Hong Kong

Abstract

Sharing Economy has stirred up a hurricane of controversies in the world, evolving from the trend of

Uber and Airbnb, continually changing the economy format in different industries.

Each sharing economy platform consists of three major parties: service providers, public clients and

the platform itself. Let’s use Uber as an example. There are three major parties in Uber’s business

model; they are the registered drivers, passengers and the apps. Three parties are in win-win-win

situation. The apps connect the passengers and drivers from offline to online. The registered drivers

promote and reach the passengers by the app, passengers search, select and comments the drivers in

the apps. The rating can serve as a reference for other passengers, the apps platform itself can operate

the business with different accountable models (maybe the commission from each transaction or the

advertisement from the huge internet traffic etc). All in all, sharing economy is a fair game with high

transparency, and centralized the market industry.

It is innovative, undoubtedly. Sharing economy platform is always together with O2O (Online to

Offline), big data, P2P (Peer to Peer). They are lining up with the global trends. Sharing economy

does not involve a lot of management influence, yet it has the significant power to improve the entire

industry. What the platform owner should do is only the management of the platform, less is more.

As a young entrepreneur in Hong Kong, I have founded several sharing economy platforms: emcees,

hair stylists, photographers, designers and wedding planners’ platforms, which have successfully

revamped the current related industries in Hong Kong. Hong Kong sharing economy platforms are

now also having a substantial role in the international market.

Keywords: sharing economy, innovation, online business, o2o, big data, p2p, industry improvement,

youth entrepreneur



18

i-education: Relationship Management and

Technology Innovation

Eva Chu, i-education, Hong Kong

Eagle Chan, i-education, Hong Kong

Abstract

In recent years, more and more parents are working, so they do not have much time to follow their

children’s academic results. They rely and trust teachers with helping their children for learning.

However, it is too late when parents return home after work and only have little time to comprehend

their children’s school life.

A teacher’s job is to not only teach but to also keep a good relationship between students and parents.

Teachers have to take care of students’ emotions and keep an eye on their learning progress so that

they can try their best way to help students. At the same time, teachers need to report their students’

performance and difficulties at school to parents as they trust teachers a lot while they are not be with

them.

According to this, teachers have an important role to manage the relationship between parents and

students. Technology is a good way to maintain this balance. We make a platform for parents to know

their children performance in class. All of the students’ results, teacher’s comment and class photos

are uploaded so parents can know their children’s school life and progress more. This case drives us to

achieve the relationship management and apply technology innovation.

Keywords: i-education, relationship management, technology innovation



19

Dust Production: From 3D Printing to 3D Printing

Design – Creating a New Creative Industry

Marco K. Chan, Dust Production Hong Kong Limited, Hong Kong

Abstract

3D printing plays an important role in the 3rd Industrial Revolution, this technology hasbeen widely

discussed in recent years. 3D printing was originally served as industrial use, however, in the past few

years, due to an innovative way of application, a new form of creative industry - 3D printing design

has been established.

Founded in 2012, Dust Production is more than a 3D printing company which provides only

OEM/printing services like many other 3D printing related companies in Hong Kong does, Dust

Production also provides product development services, which creates a new creative genre - 3D

printing design. By providing product design services based on our design philosophies, we succeeded

in working with a numerous international brands in the past years.

By working with international brands, we have firmly defined our design philosophies. How do we

define the design genre and how innovative use of the technology could deliver new values to

different industries and societies will be explained. In a nutshell, the steps to which a new creative

industry - 3D printing design, is created.

Keywords: 3D Printing, 3D printing design, creative industry



20

An Empirical Analysis on Factors Influencing

Entrepreneurial Intention

Jose Mamman, Manipal University, India

Harish Joshi, Manipal University, India

Abstract

“Make in India” is a buzz word in the sub-continent these days. Governments across the world give

considerable importance for Entrepreneurship. Significant funds have been set aside for start-up policy

of every country. Still there is a lack of focus on content development for entrepreneurial training

aspects depends on the regional needs. A cognitive approach is still valid and research is progressing

in this direction. These project aims at finding the most influential factor which impact a person’s

decision to start an enterprise particularly in South Indian region. This paper tries to fill the gap by

providing empirical evidence on designing entrepreneurial training foRural Self-employment training

Institutes in India (RSETIs). RSETIs are a hybrid form of organization which was setup by a

nationalized bank with support from government and a religious charity institution as part of banks

policy of giving back to society. The empirical analysis is carried out at RSETI, Manipal branch

trainees using an already validated model in Spain developed by Linan, 2010 and statistical method of

regression and factor analysis is used. Data was collected through survey questionnaire from 358

participants and we believe the results will help in designing better training tools for participants.

Contrary to the results from Spain, Indian participants were much influenced by leadership qualities

and friends evaluation of the enterprise. This result could be tested in other geographies and

communities which would help for policy development for the entire country. Currently

Entrepreneurship Development Institute of India (EDI), apex body in India for Entrepreneurship

policy making, develops training materials which is distributed all over India and instructs other

training institutes to follow the same modules. This system may not be effective because of the

cultural diversity of the country, training modules need to be designed based on the age, gender,

cultural and regional background of the candidate.

Keywords: rural development, start-up policy, entrepreneurship training institutes, self-employment,

cultural diversity



21

Biyao: Leading the Customer-to-Manufacturer

Business Model Innovation

Minyi Huang, Centennial College, Hong Kong

Abstract

Biyao was established by Bi Sheng in 2014 in China. In 2015, the company launched its e-commerce

website which became the first customer-to-manufacturer (C2M) e-commerce platform in the world.

The platform aims at providing high-quality products to customers with a price tag which is

significantly lower than the street retail price. Customers are even allowed to stamp their own marks

on their purchased items. These high-quality products are supplied by top manufacturers who

normally work for luxury brands. Though they do not bear the same logos, they are of high quality,

similar to those of luxury brands. Biyao has been very strict with its suppliers, so it is not facing the

problem of counterfeit products like Alibaba. Biyao’s business model enables the manufacturers to

make to order, saving the associated costs of unsold goods. The cut-out of the intermediaries along the

supply chain has also helped both manufacturers and customers to save time and costs. The business

of Biyao has been growing very fast, which draws the attention of China’s well-known e-commerce

gaints like Alibaba and Jingdong. Will Biyao and its innovative C2M business model survive when

competing with the existing e-commerce giants? What are the benefits of C2M? What challenges is

Biyao facing? Will the business model be sustainable? These are some of the interesting questions

which can be posed to readers/students, allowing them to have an in-depth discussion on the emerging

customer-to-manufacturer model and business model innovation as a whole.

Keywords: business model innovation, e-commerce, customer to manufacturer, online platform,

competitive advantage



22

Early Challenges of a New Startup

Jacky Chan, Tailor-M, Hong Kong

Abstract

During the early days of Tailor-M, first thing we needed to do was to build a team. Once we decided

with the idea to build an online platform, we needed a technical IT person to help with programming.

We looked around our network to identify suitable candidates. Back then, we had no idea what skills

were needed, as we weren’t even clear what Tailor-M would look like. All we knew, was that we

needed someone who has computer science background, whom we thought we could trust, and is

interested in this project. There were not many choices around, and once we knew of a friend who has

recently quit his IT job at an investment bank, we jumped at the opportunity and invited him to join

our team. This was one of our early mistakes made in hiring: Not thinking clear enough before

deciding who to hire. The lesson we learnt here, was that every new hire needs to be carefully thought

out. Hiring is easy, but parting ways with someone is very difficult. We will try not to get ourselves

into that situation again.

Keywords: hiring, mistakes, startup, challenges



23

Leveraging Architectural Knowledge Towards

Platform Leadership: The Case of Personal and

Service Robotics

Giuliano Maielli, Queen Mary University of London, UK

Abstract

The notion of architectural knowledge (Henderson & Clark, 1990) is central to several streams in the

business, management and economics literatures (Thomas, Autio and Gann, 2014), ranging from new

product development (Von Hipple, 1990; Takheishi, 2001) to supply chain management (Richard &

Devinney, 2005), software architectural design (Krutchen, Lago and van Vliet, 2006; Shahin, Liang

and Khayyambashi, 2009) and, last but not least, platforms (Jansen and Cusumano, 2013; Gawer,

2014; Thomas, Autio and Gann, 2014). However, among all these streams, only the literature on

software architectural design addresses explicitly the processes whereby architectural knowledge is

shared across the various communities of developers and users within a platform. Nonetheless, this

literature focuses mostly on the design and use of tools for knowledge sharing towards problem

solving. Like the literature on software architectural design, this paper also takes a processual

approach to architectural knowledge formation but with a different aim, namely to address the

relationship between the process of production and reproduction of architectural knowledge and the

emergence of platform leadership (Jansen and Cusumano, 2013; Gawer, 2014). To this end, two case

studies in the humanoid robotics industry are analysed: Aldebaran Robotics and Shadow Robotics.

The paper revolves around the idea that the process whereby architectural knowledge emerges and

coevolves within platforms (Gawer, 2014) affects architectural leverage. This is a meta-logic

combining the logics of leverage and architectural openness (Thomas, Autio and Gann, 2014). We

put forward that by taking specific design decisions that are implicit and undocumented or explicit but

undocumented (Krutchen, Lago and van Vliet, 2006), platform leaders would be able to set specific

constraints (Shahin, Liang and Khayyambashi, 2009) that in turn would facilitate architectural

leverage towards controlling architectural openness so that the R&D outcomes of platform

complementators would be more predictable. This is especially important for supply chain platforms

and market platforms (Gawer, 2014), whose R&D processes are semi open or open. This approach is

expected to deepen our understanding of the phenomenon of platform leadership and the intricate

relationship between a platform’s core and periphery (Gawer, 2014).

The firms analysed by this paper operate within the personal and service robotics industry. As such,

these firms develop platforms whose product architecture involves the interface between mechatronic

technology (hardware and software enabling a humanoid robot to perform specific tasks) and artificial

intelligence (hardware and software coordinating all the mechatronic functions to allow for

behavioural adaptation to different stimuli and changing environment as well as communication and

practical and emotional interaction with humans). The mechatronic part of the platform is usually

referred to as low level controls. Artificial intelligence is usually referred to as high level controls. In

terms of platform configuration, the interface between low and high level controls is extremely

interesting. Low level controls are developed by organisations featuring close or semi-open R&D.

These organisations act as platform leaders and represent the platform core (Gawer, 2014). High level

controls, on the other hand, are developed by organisations featuring open R&D cycles and they

represent the platform periphery (Gawer, 2014). The two case studies analysed in this paper show that

implicit and undocumented and explicit but undocumented decisions (Krutchen, Lago and van Vliet,

2006) taken by the platform core for the development of low level controls implicitly contribute to set

the trajectories or constraints (Shahin, Liang and Khayyambashi, 2009) in which the platform

periphery can develop high level controls. This, in turns, helps the platform core to exert platform

leadership (Jansen and Cusumano, 2013; Gawer, 2014) through architectural leverage (Thomas, Autio

and Gann, 2014).

Keywords: architectural leverage, personal and service robotics, platform leadership, open innovation



24

Paper Abstracts for Session C

New Frontiers in Finance, Information Management

and Marketing



25

Do Leaders Affect Knowledge Management Practice?

The Case of Firms in Serbia

Sladjana Cabrilo, I-Shou University, Taiwan

Rosanna Leung, I-Shou University, Taiwan

Abstract

According to the knowledge-based view, performance differences between companies are mainly

based on different knowledge-based resources and different capabilities in managing these resources.

Knowledge management (KM) represents a set of management initiatives aiming to stimulate

knowledge productivity and improve the effectiveness and efficiency of organizational knowledge-

based resources in the value creation process. Although there has been significant empirical evidence

in the literature of the effects of leadership on different management practices, this study is

specifically concentrated on the leaders’ influence different dimensions of knowledge management

practice. The main research question is: Are there significant differences in KM practices if companies

have changed leaders? The main objective is to shed more lights on leaders’ role in KM initiatives and

practices. For empirical evidence we used the survey. We observed ten KM practices (KM leadership,

knowledge protection, strategic KM, human resource management (HRM) - recruitment, HRM -

training and development, HRM - performance assessment, HRM - compensation, learning

mechanisms, IT practice, and work organization practice) and explored which KM practices have been

affected by leaders in Serbian companies. Data was collected in Serbia from November 2013 to May

2014. The survey included 101 Serbian companies with at least 100 employees. The resulting data

were analysed with the statistical package for social science (SPSS) software package. Findings

demonstrate that leaders in Serbian companies affect some elements of KM leadership, HRM practice

in recruitment, training and development, and compensation practice, and have a role in building a

knowledge- friendly organizational culture.

Keywords: knowledge management, knowledge management practice, leader, leadership, change,

human resource management, survey, Serbia



26

Experiences With Planetary Organization

Stig Ottosson, Norwegian University of Science and Technology, Norway

Abstract

The use of traditional management principles using line or matrix organization have been shown to

have shortcomings in organizing and carrying out complex and dynamic activities. Therefore, other

organizational models and management principles are tested with a shift from managerial behavior to

management technology, using so-called circular management practices, also known, for example, as

holacracy and sociocracy. A third model, that was originally developed for new product development

projects called Planetary Organization, which combines dynamic management principles based on

philosophies from quantum physics, complexity theory and chaos theory has shown interesting results.

However, this this third alternative, using a different philosophical view is also suitable for critical

situations. This report is about the turnaround of a company in a critical situation, for which this third

alternative was used.

The paper describes the set-up of the Planetary Organization, some comments on how the leadership

and management were carried out on a daily basis, the result of the work, and ends with

reflections/conclusions. The change management /turnaround project started with the reshaping of the

company to be a planet, with the sun in the middle (the author/CEO), moons (the departments) in

orbits around the planet, sub-moons (the groups) orbiting around each moon, and comets (the free

specialists) who moved freely in the planetary organization. Dynamic management principles and

methods were introduced and used to speed up the changes needed to transform the company to a

profitable enterprise.

At the start of the project in February 2000, the company had no commercial value. Four months after

the project start the value of the company was calculated to be 32-44 MSEK or ca 3, 5-5 MUSD.

This is the first time this project has been made public, as the mother company was a public company

on the Swedish stock exchange and the author was required to sign a long-term secrecy agreement.

Keywords: circular management, dynamic management, holacracy, leadership, management,

organization, self-organization, sociocracy



27

EDO and 巨浪大切:Do What the Competitors Don’t

Do, Brand in a Specified Position to Be Outstanding

Ellis Wai Hung Wong, Kiu Fung Hong Ltd., Hong Kong

Abstract

Under well developed communication technology, not only connecting people closer, but also

spreading technology and knowledge widely and rapidly, it forms most of products with closer quality,

especially FMCG (Fast moving Consumer Goods) does not require top advance technology, the entry

barrier into this field is not high, well networked communication creates products with low differential,

and technology makes high speed machines to become over supply, competition in the market is

occurred mainly on costing & pricing, because consumers are facing huge amount of products with

similar quality, over supply makes costing leadership to be a main competitive advantage tool, as

increasing entrants join the market, the supply curve of the market will shift out, causing prices to fall,

brings lower and lower profit to companies. Branding is another tool making a differential place for

the market and developing an added value on the products, enlarge firm’s ability to cope with similar

products and may not attempting to remain price competition directly. When competitors focus on

developing their market by increasing their production speed to generate their cost advantage,

improving their machineries for producing more items, or traders are only building sales channels for

other brands to remain their agency ships, lack of exceptional innovation is difficult to maintain

increasing curve for the firm and agency ship is not a life guarantee for the paid effort. KFH

transformed from traders to be a brand developer to secure his true relationship of the consumption,

not need to worry the market will be taken if agency ship were finished. “EDO” was built to connect

end users and crackers, under many researches found that people can easily recall the First or Second

images from memory, “EDO” was the 1st brand with health ingredients in convenient packing, create a

new position among existing crackers according to a specified segment from functions (Calcium) or

features (Individual packing), this unique position can be easily stored into consumers brain for them

to recall for repeating consumption. Under fast communication ego, competitors are easily to copy and

follow the business models to make the life-cycle shorter, every single firm is facing difficult to

maintain or raise their supply curve continuously, multi branding can be easily to share all existing

resources without new investment, KFH develop another son brand “巨浪大切” chips for another

market segment on top of existing business., diversify target at youngsters for supplying {can’t to stop}

snacks. Any success brand not only bring operating profit for financialization, but also creates an

intangibles value as capitalization on account book, both of these brands are attracting to overseas and

China public listed companies to enquire mergers or acquisitions.

Keywords: low differential, closer quality, over supply, costing leadership, specified segments, unique,

position, first, intangible value



28

Impact of Succession Planning on Organisational

Effectiveness With Special Reference to Selected

Indian Public Sector Banks

S. Saisachidhananda, Manipal University, India

Abstract

Banking industry in India has made a rapid refurbishment to the state-of-the-art and competitive

commercial atmosphere on one half and left with a bale of challenges on the other side. In India,

commercial banks are evolving as conglomerates of many segments, selling various products, working

far beyond the traditional banking business (Thingalaya 2006). As per the erstwhile erudite literatures,

the Indian public sector banks have experienced a momentous transformation in the most recent ages

in all perspectives except in the part of succession planning. The theory of succession planning has

been well-defined as “a deliberate and systematic effort by an organization to ensure leadership

continuity in key positions, retain and develop intellectual and knowledge capital for the future, and

encourage individual advancement” (Rothwell, 2001).

The decade starting from 2010 till 2020 is popularly called as “Decade of Retirement” in the Indian

Banking Arena. Lack of proper manpower planning earlier by the top level management in banks,

mismanagements, high attrition rate from echo boomers (GEN Y, employees), frequent transfers, no

continuous annual recruitments in Public sector banks as per the actual banking requirements from

early 90’s and also due to the golden handshake 2001 policy, commonly termed as Voluntary

retirement plan (VRS) were the principal sources identified behind this episode of present human

resource succession crisis in Indian public sector banks.

The above plugs have aggrieved all three management verticals almost in all Public sector banks

(PSB’s) in India. The researcher therefore has led an effort to understand the impact of succession

planning conceptually on organisational effectiveness using the secondary data and previous

literatures’ to develop an insight on succession planning system in selected Indian public sector banks.

Improper last minute planning for decisive transfers/promotions, lack of sufficient middle level

managers in all three major banking domains like operations, advances and forex, virtual technology

backlog due to generation gaps are the major things that impacts the organizational effectiveness due

to absence of proper succession planning in Indian public sector banks. The short paper also stress the

significance of the succession planning in Indian public sector banks based on past and present

practical learnings.

Keywords: succession planning, talent management, effectiveness, commercial banks, job satisfaction,

in-house employment, replacement charts



29

The Impact of Supply Chain Resilience on Financial

Performance: Insights From Competitive Strategy

Theory

Chunsheng Li, The Hong Kong Polytechnic University, Hong Kong

Christina W.Y. Wong, The Hong Kong Polytechnic University, Hong Kong

Abstract

As supply chains are becoming more complex and lengthy, it is difficult to anticipate all the

circumstances in an ever-changing and unpredictable market. Supply chain resilience is introduced to

respond to and handle these disruptions through adjusting/maintaining desirable functions to enhance

the connectedness among supply chain partners, and return to its original or a new, desirable state after

being disturbed. Within this context, based on the theory of competitive strategy, this study

investigates the impact of supply chain resilience on financial performance. In addition, hypotheses

are raised through employing the mediating roles of cost leadership and differentiation and the

moderating roles of market share, supply chain integration and technology innovation between the

relationship between supply chain resilience and financial performance based on competitive strategy

theory. The findings provide important insights into why, how and under what conditions firms will

achieve better financial performance from their efforts on supply chain resilience through theory-

driven explanations and an empirical study.

Keywords: supply chain disruption, supply chain resilience, competitive strategy theory, financial

performance



30

Compensation Dispute of Delayed Order Fulfillment

Between BENBO and Its Outsourcing

Manufacturer – A Case Study

Gang Chen, Lingnan (University) College, Sun Yat-sen University, China

Jingxuan Wang, Lingnan (University) College, Sun Yat-sen University, China

Abstract Nowadays many fast fashion companies endeavor to establish quick response systems to meet

consumers’ changing needs. While concentrating on product design, brand owners commonly

outsource production process to partnering manufacturers. During the journey to quick response, a

variety of dispute arises between the brand owners and their outsourcing partners.

Here is a typical case. Guangdong BENBO Garments Company is a major brand owner of casual

menswear in China. It outsources low value-added production process to several partnering

manufacturers. One manufacturer produces casual pants for BENBO, but many orders have not been

fulfilled in time this year. The delayed fulfillment leads to BENBO’s additional production cost, extra

logistics cost and unpredictable opportunity costs. As such, BENBO requests the manufacturer to

compensate for the loss due to the delay. However, the manufacturer argues that the delay is attributed

to BENBO’s adjustment on the order amount. As a result, these two companies arrange a negotiation

meeting to solve the compensation dispute. Unfortunately, the two sides cannot reach a consensus in

the meeting.

This case depicts the common practices of outsourcing in fast fashion supply chains. It also specifies

the real life challenges and illustrates the major concerns of the stakeholders, using a current

compensation dispute. More importantly, this case could lead to an in-depth discussion on designing

an effective supply chain contract between brand owners and outsourcing manufacturers.

Keywords: brand owner, outsourcing manufacturer, garment industry, delay of order fulfillment,

supply chain contract, case study



31

The Modern Day Marketing, From Jewellery

Industry Perspective

Kate Po, Kusion Jewellery, Hong Kong

Abstract

The classic 4Ps of marketing mix - product, price, promotion, and place were introduced and appeared

within textbooks since 1960s, and has been the golden framework of marketing decision-making. By

1980s, an expanded marketing mix that comprise of the original 4Ps plus People, Processes,

personalisation making a total of 7Ps in the marketing regime was derived, which adapts to the rise of

service marketing.

By implementing a service marketing strategy, would luxury brands find themselves grow to be more

popular, or would they be put out of the luxury basket? This case study illustrates how a jewellery

design company, based on real experience, utilises the 7Ps concepts to manoeuvre in this ever-

changing and hostile retail environment, and continue to implement an adapted business strategy that

even controverts the traditional law of marketing. This case study will discuss the value of brands that

advocates beliefs and be more than just a logo. This case also discusses the unique luxurious product

marketing to high-end consumer, and the impact of e-commerce to this niche market.

Keywords: jewellery, luxury, service marketing, use of visuals, word-of-mouth marketing, luxurious

products



32

Games Beyond Entertainment Purpose –

A Case Study

Dixon Cheung, Fingerprint Studio Limited, Hong Kong

Abstract

The topic of “gaming” has traditionally been associated with achieving entertainment purpose only.

There is little relationship between gamers, the activity of gaming, and the rest of the business world.

However, with the increasing demand for social engagement and interactivity, “gamification” and

usage of games as an engagement tool becomes both a challenge as well as an opportunity.

The cases presented will begin with discussion on the demand for social engagement and interactivity

from consumers. It will then introduce Fingerprint Studio, a design based graduate from the Hong

Kong Design Incubation Program, and its approach in using games for branding purposes, for

promotional attention capturing, and for educational means. During this process, the case will look at

Fingerprint Studio’s attempt to deliver a unique user experience that not only engages its audiences,

but also change the minds of those who take part in the gaming activity. The case will also look into

the challenges that Fingerprint Studio and its clients faced when differentiating itself from traditional

gaming and advertising approaches. The factor of monetization and promotion value of using games

as an engagement tool will also be covered. The case study will allow companies and organization to

refer to Fingerprint Studio’s emphasis on content development instead of acquisition on latest

technology when attempting to achieve optimal results.

Keywords: Fingerprint Studio, social engagement, gamification, user experience design, virtual reality,

augmented reality, mixed reality, mobile gaming, case study



33

The Stock Market Reaction to the Launch of Smart

Device-Based Initiatives

Shuang Yang, Management School, University of Liverpool, UK

Hugo K. S. Lam, Management School, University of Liverpool, UK

Abstract

The use of Smart Devices across a range of industries has increased dramatically in recent years,

which has led to a growth in research exploring the phenomenon. The theory that corporate initiatives

for implementing smart devices are positive news for shareholders and investors is an interesting one,

as innovation is said to increase the value of a company’s stock.

The aim of this research is to establish whether the development of smart device-led initiatives

impacts on stock prices, and, if so, how the capital market responds to this. This empirical research is

an evidence-based study of the historical stock prices of a selection of listed firms, each of which has

previously announced smart device-based initiatives. The research sample comprises 140

announcements from 80 firms released between 2005 and 2015. The author has analysed two stock

markets in order to ascertain the impact of smart device-related announcements on stock prices. The

methodology employed in this study is the event study method, which uses the market model to

examine abnormal returns following an announcement. The occurrences of average abnormal returns

within the selected event window prove that the two hypotheses are correct. The results of the market

model found that smart device-based initiatives did cause abnormal returns. Initially, investors were

relatively slow to buy-in as a response to the announcement of smart device initiatives. However, over

time they bought a large quantity of stock, particularly during the final five days.

Keywords: smart devices, abnormal stock return, event study



34

Banking Users’ Adoption of e-Banking Services

in Bihar

Abhishek Rao K.P., Manipal University, India

Surya Mani, Manipal University, India

Abstract

Purpose: To explore the demand and adoption of e-banking services in Bihar

Demand/methodology/approach: The survey was conducted for 2 months using questionnaire made

with four point Likert scale options with ten attributes tested. Every third bank customer that visited

commercial banks to deal with any transactions is selected for the survey. Around 324 respondents

were surveyed. The Demographic variables influence the usage of e-banking, the relationships

between various demographic variables are tested with one-way analysis of variance (ANOVA). A

reliability analysis is carried out to check for the underlying dimension of the success factors

generated through factor analysis.

Findings:

Results indicates about the adoption of e-banking services in Bihar. Privacy and security are the major

point of dissatisfaction of customers which have significantly impacted users’, for the time being

customers are satisfied with the network availability and access to account. Rural areas are in much

concern than the urban areas in terms of trust issues, lack of information and also the service

availability. Lack of literacy rate is also the major reason for dissatisfaction in the adoption of e-

banking services in rural areas. This paper also indicates the adoption rate of e-banking services with

respect to different segmentation of income level, age group, education level. The results are expected

to provide a concrete contribution in the area of retail banking and in understanding consumer

behaviour in the state of Bihar using banking services.

Keywords: internet banking, consumer behaviour, m connect, Bihar



35

ASE’s Hostile Takeover of SPIL

Shih-Chang Hung, National Tsing Hua University, Taiwan

Hsin-Yi Tseng, National Tsing Hua University, Taiwan

Yung-Ching Tseng, Yuan Ze University, Taiwan

Abstract

In this case study, we document in detail ASE’s intended hostile takeover of SPIL, possibly the most

attentive and surprising event that has happened so far in Taiwan’s semiconductor industry over the

last three decades. Based on the perspective of competitive dynamics in general, we draw on a variety

of primary and secondary data sources to provide a case narrative.

Specifically, at the end of August 2015, Advanced Semiconductor Engineering (ASE), the world-

leading semiconductor-packaging firm, launched an offer to acquire nearly 25 percent stake at a price

of NT$45 that the premium space reached 34% in competitor Siliconware Precision Industries Co. Ltd.

(SPIL) whose annual output value is the third-ranked in the world. Since SPIL claimed they knew

nothing about it beforehand, they issued a statement accusing ASE of conducting a hostile takeover,

and gave the confident propaganda to their investors not to transfer their shares to ASE because SPIL

has a perfect governance and finance system, especially the after-tax net profit, net asset value per

share, EPS, ROE, as well as ROA; all of them are better than ASE in recent years. If stakeholders trust

the original SPIL management team, they may choose to support the outstanding group when they

face a major management crisis.

A few days later, SPIL announced it would forge a relationship—a strategic alliance via an exchange

of shares with Hon Hai, the world 's largest electronics precision components OEM. To persuade

shareholders to support the new partnership, SPIL Chairman Bough Lin repeatedly stressed that a

strategic alliance would help the corporation not only immediately protect management from

depredation but also effectively expand its system -in-a-package (SiP) business. Simultaneously, Hon

Hai Chairman Terry Gou pointed out that strategic cooperation could produce good synergistic effects.

However, not to be outdone, ASE’s CEO claimed that its starting point is bona fide and that industrial

consolidation is imperative when Taiwan's industries face the threat from China's red supply chain. In

the meantime, ASE has used both hard and soft tactics in response to the question of SPIL employees'

work rights; they often issued moderate announcements to appease the staffs’ uneasy mood through

the media. Additionally, ASE chairman Jason Chang also explained publicly that the acquisition is

absolutely in good faith and is purely a financial investment, and the most important thing is that ASE

will not interfere with the management of SPIL. Considering the drastic confrontation between both

sides, it is expected that there will be a long merger war between the leaders of Taiwan’s chip

packaging and testing industry.

Our case study of ASE's intended takeover of SPIL should provide implications for practicing

managers concerned with pursuing growth through M&A, as well as best practices in corporate

governance.

Keywords: M&A, strategic alliance, semiconductors, SPIL, ASE



36

Paper Abstracts for Session D

Macro-Economics, Capital Market, National and

Industrial Policy



37

Distinctive Features on Sales and Marketing

Management in Education Sector

Christopher Chi Hang Sham, Tiga Buddies (Hong Kong) Co. Ltd., Hong Kong

Abstract

In this talk, application of salesmanship in the education sector in Hong Kong will be discussed

through the narration of a number of school cases. The talk will cover an overview of e-platform

business in Hong Kong, comparison between education sector and other business sales sectors, some

interesting case studies showing these characteristics, and a proper sales manner in this field. It is

hoped that this talk will help the participants acquire a better knowledge and perspective on the sales

and marketing of education products in Hong Kong.



38

The Effect of a Government Innovation Program on

Firm-Level R&D: The Case of SMEs in Korea

Heewon Lee, Seoul National University, South Korea

Abstract

“Fostering technological innovation” is a policy goal in many countries, but the most effective way to

achieve that goal is still being debated. Many countries adopt government R&D programs to energize

the technological innovation of small- and medium-sized firms. Promoting their capacity for

innovation can enhance the competitiveness of high-tech small firms in South Korea over the long run.

While the literature has looked at the effects of R&D programs on firms' managerial performance, few

studies have considered the effects on the R&D activities.

Therefore, I examine the effectiveness of a policy measure to nurture the technological innovation

capacity of small- and medium-sized firms with INNOBIZ, a recent program in South Korea. The

INNOBIZ program was implemented in 2004 as an effort to increase the capacity for technology

innovation in small- and medium-sized firms. Firms receiving the certificate are expected to increase

their R&D expenditure for innovative activities by larger amounts than other companies that did not

receive the certificate.

The change of R&D expenditure is measured using firm-level financial data from 2000 to 2014, to see

the precise effect of the program on selected firms from 2004 to 2010. I use the Differences-in-

Differences (DID) model to evaluate the impact of INNOBIZ certification on R&D expenditure, using

non-certificated firms as a baseline. Furthermore, I constructed a comparative group based on the

Propensity Score Matching (PSM) method to solve the problem of the self-selection bias.

The results of DID models suggest that the program has a positive effect, after its implementation, on

the total R&D expenditure of the selected firms, compared with other firms. Also, the evidence

supports the positive effect of the program when comparing the most similar group with the INNOBIZ

participants, based on the PSM-DID model.

This evidence suggests that the INNOBIZ program has accomplished its policy goal by increasing the

R&D expenditures of small firms. The findings from this project will be important in designing further

methods to encourage and support technological innovation in in small- and medium-sized firms, in

South Korea and beyond.

Keywords: “innobiz” certificate, SMEs, innovation, innovation policy, DID (Differences in

Differences) model, DID-PSM model



39

Mechanisms of Governing Information

Infrastructure Building in China’s Healthcare

Industry

Mingzhi Li , Tsinghua University, China

Kai Reimers, RWTH Aachen University, Germany

Bin Xie, Tsinghua University, China

Xunhua Guo, Tsinghua University, China

Abstract

This paper presents a case study of the mechanisms to build an information infrastructure in China’s

turbulent healthcare industry. Out of our long term investigation of the landscape of China’s massive

healthcare information infrastructure building in both the public and private sectors, the original

research question concerns how the collective actions taken by the industry players and the projects

from the government jointly contribute to the emergence of the industry wide information

infrastructure. We identify two approaches of information infrastructure building as vertical and

horizontal mechanisms respectively, with the vertical approach referring to projects initiated by the

government and the horizontal dimension to the ones implemented by the industry players. Although

there are some signs indicating that an industry wide information infrastructure is emerging, our

analysis shows that there is a clear ‘institutional void’ between the vertical and horizontal mechanisms

of governance, which is hindering the successful evolution of the industry wide information

infrastructure.

Keywords: collective action, governance, information infrastructure, institution, healthcare



40

Reliability of Pharma Logistics Service in India - A Study

Adithya D. Shetty, Manipal University, India

Abstract

The pharmaceutical industry is responsible for the development, production and marketing of

medications. The sector represents a huge industry, with the global market valuing in at nearly one

trillion U.S. dollars. The pharmaceutical industry in India ranks third in the world in terms of volume

and contributes 10% to the global pharmaceutical production. The sector employs about 340,000

persons and an estimated 400,000 doctors and 300,000 chemists are serving its 1 bn-plus market.

Pharma logistics is the framework that enables the medicines to be delivered to people who need it

most. It offers a network of facilities and distribution options that performs the functions of

procurement of materials, transformation of these materials into intermediate and finished products,

and the distribution of these finished products to the end customers.

The study was undertaken with an objective of understanding the reliability of pharma logistics

service in India, to study the hurdles of cold storage distribution and to study the factors involved in

maintaining optimal inventory level of critical drugs. The study was confined to the hospitals

recognized by the state government of Karnataka in India for its social scheme “Yashasvini”; a

questionnaire was administered to assess their views on various aspects of pharma logistics.

The study found that the major challenges that are faced by the Pharma logistics are the transportation

of time dependent and temperature sensitive drugs, too many transit points in small territory that

lengthens the time taken at each point, long lead times and delays in Procurement, weak distribution

infrastructure and lack of proper inventory management system.

The paper recommends reduction of delivery lead time and efficient supply mechanism to overcome

all the hindrances in order to maintain an optimal inventory of critical drugs in all points and to

facilitate effective and reliable logistics management system.

The paper concludes that the pharma logistics is in need of an innovative logistics mechanism which

can solve the effect of the uncontrollable variables in the distribution process and strengthens the life

of the critical drugs to meet the safety of the patients.

Keywords: pharma logistics, critical drugs, pharma inventory management, pharma supply chain,

health care logistics



41

Cause and Effect Relationship Between Financial

Derivatives and Spot Market Volatility: A Case Study

of Indian Capital Market

Raghavendra, Manipal University, India

Abstract

“Derivative is an instrument whose value is derived from the value of one or more basic variables,

called bases. The bases can be equity, currency, commodity, any asset or interest rate”.

The rise of Derivatives market can be traced to the willingness of the risk averse intermediaries to

guard against the fluctuations in the price of underlying asset. Derivatives products provide certain

economic benefits such as redistribution of risk from risk-averse investors to those more willing and

able to bear risk (risk management). Through the use of derivative products, price risk can partially or

fully be transferred by locking-in asset prices.

The issue of the impact of derivative trading on stock market volatility has generated significant

interest during past few years. Although numerous factors may contribute to stock market volatility,

there is a perception among many investors that these derivative instruments have led to increased

volatility in stock prices. Hence a study was undertaken to examine the effect of derivatives contracts

on the volatility of the underlying spot market.

The study was undertaken with an objective of analysing the pre and post-impact of a stock's inclusion

in derivative segment on the volatility and volume of stocks. The study considers the data of four

years, i.e., two years before a stock’s inclusion in the derivative segment and two years data after a

stock’s inclusion in the derivative segment. Ten companies each were selected from S&P CNX

NIFTY and CNX NIFTY JUNIOR indices based on their market capitalisation. Various statistical

tools such as returns, standard deviation, beta were applied on the closing price of the stock and results

drawn.

The study found no influence of introduction of derivatives contracts on the underlying stock price

volatility. Even though there were a few cases of augmented volatility after the derivatives were

introduced for a few stocks and reduced volatility for some others, there is no evidence to suggest that

this can be attributed to the introduction of derivatives. These could have been because of prevailing

market conditions and company or sector specific factors.

The study also found an increase in volume on those shares which is part of the Nifty Junior index on

which derivative contracts were introduced.

Hence the study concludes that more research is required in this area. Also, it is felt that use of tools

such as GAARCH (1,1) model or Multi-Variate analysis could regress the volatility more effectively

than traditional methods. The study also stresses the need to analyze the growing role of global trends

affecting Indian business.

Keywords: derivatives, return, beta, volatility, market capitalization



42

A Philanthropist Psyche in Trepidation; Stakeholders

Espousal CSR in Restructuring Organizational

Performances - In Reference to Indian Banking

Industry - A Research Paper

Harshit Eric Williams, Sam Higginbottom Institute of Agriculture,

Technology & Sciences, India

Abstract

The study examined the stakeholders’ initiatives in restructuring the plinth of Indian banking

operations performances through CSR activities with an explicit accent to public and private sector

banks. The basic objectives of this research work were to find out the relationship between the

stakeholders and organizational performance of Indian banks. The study has been conducted with the

help of survey research. The primary data was used for the study with structured questionnaires as

research instrument. In this research three hundred employees of the banks were been evaluated and

used as subjects for this study basically, which comprised of both private as well as public banks. The

hypotheses were been evaluated using z-test. The outcome of the study revealed that the stakeholders

have a positive effect on organizational performance of banks; selection of corporate social

responsibility activities are having a vital role in strategic decision making and enhancing reputation

of banks. The entire research findings have suggested that public and private sector banks should

efficiently associate its stakeholders in taking important decisions regarding the setting of their

motives and goals at right path with business operations. There should be committed and duty-bound

to enhance public engagements, Increase of the efficiency, enhancing corporate image and taking part

in informative campaigns thus building awareness in various corporate entities that their social

responsibility does restricts to earning sufficient profit and wealth maximization of shareholder. This

research will not only assist business managers of banks to understand their level of consciousness and

addressing the social apprehension; but also bring an awareness concerning to business ethics,

business transparency, assessment of environment impact and the society at large.

Keywords: corporate social responsibility, organizational performance, stakeholders, enhancing

corporate image and assessing business ethics and transparency



43

efin Recruiters: Sustaining Competitive Advantage in

Indian Recruitment Process Outsourcing Industry –

A Case Study

Nakul Parameswar, Indian Institute of Technology Delhi, India

Ashwani Singh, Indian Institute of Technology Delhi, India

Rajat Malik, efin Recruiters, India

Sanjay Dhir, Indian Institute of Technology Delhi, India

Abstract

Rajat Malik, started efin Recruiters in January 2015 an RPO firm solely catering to the finance domain.

Positioning efin Recruiters in a niche domain had serious challenges which was to be tackled. Rajat

was contemplating on leveraging Indian Government’s Startup India campaign launched on 16

January 2016 to his advantage to scale up efin Recruiters’ operations by 400% and compete with large

established players in the RPO industry. Complacency and anticipated retaliatory action by

competitors against efin Recruiters’ positioning in the niche domain were huge impediment in efin

Recruiters’ path to exponential growth.

Keywords: environment analysis, industry analysis, strategic positioning, competitive advantage,

sustainable competitive advantage



44

Relationship Between Macroeconomic Variables and

Stock Market in the Indian Context, 1992 – 2015

Subrahmanya Kumar N., Manipal University, India

Abstract

The macroeconomic variables like General Index of Wholesale Price, Price Index of Manufactured

Products and Price Index of Agricultural Products depict the level of prices of various real goods in

the economy. Similarly, stock indices like S&P BSE SENSEX, S&P BSE 100, S&P BSE 200 and

S&P BSE 500 show the trend in the stock prices (financial asset) in the stock market. The prices of

real goods as well as of financial assets are influenced by a number of factors that may be related to

the economy as a whole or may be specific to a particular sector, industry or company. An efficient

capital market should reflect the information contained in the macroeconomic variables mentioned

above which represent the level of prices in the economy and also should act as leading indicator of

future movements in these macroeconomic variables by reflecting the underlying fundamentals. This

paper tries to analyse the relationship between Macro-Economic Variables and Stock Market in the

Indian context to test if the informational efficiency is attained by the Indian stock market with respect

to macroeconomic variables, viz. General Index of Wholesale Price, Price Index of Manufactured

Products and Price Index of Agricultural Products.

Keywords: stock market, macro-economic variables, efficiency, price indices



45

A Study on Terrorism Susceptibility & Insurance

Coverage Requirements of Corporates – An Indian

Scenario

Santosh Nayak, Manipal University, India

Abstract

The importance of terror insurance was felt way back on 9/11, 2001 and the 26/11 attacks in Mumbai.

Also, terror attacks at numerous locations in Paris and Radisson Blue hotel in Bamako has sharpened

attention on the necessity for insurance to protect against losses due to terrorism. While many medium

and small infrastructure and businesses projects are yet to be covered, the most susceptible are Central

and State government buildings, including Rashtrapati Bhawan, Parliament House, Indian Railways,

and State government offices which have no insurance at all. Property damage from a terrorist attack

could include claims for business disruption — that implies, the insured can claim for loss after terror

attack. For the first time, The Indian Terrorism Pool (ITP), was set up in 2001, which paid some large

claims pertaining to terror attacks. At Global scenario, terrorism insurance provided coverage to

businesses and individuals for prospective losses owing to terrorism acts. Currently, terrorism

coverage is commonly offered distinctly at a price that is more adequately reflecting the current risk.

The object of this study is to understand the concept of terrorism risk insurance and also to evaluate

Indian Market Terrorism Risk Insurance Pool (IMTRIP) in Indian scenario. The study finds that the

establishment of Terrorism Risk Insurance Pool in 2002 was not a new thought but to put everything

into place and quickly was the need of the hour. Some steps had to be taken to keep the cover alive

and stop things from being wrecked. It would have hurt the Indian economy too. The findings of this

study says that now in 2012 as the Indian Market Terrorism Risk Insurance Pool celebrates successful

completion of its first decade, P & I Clubs and Reinsurers withdrew cover for H&M and Protection &

Indemnity cover to Indian ship owners carrying Iranian crude in the wake of US sanctions on Iran.

Once again the Indian insurance industry bridged the gap and has provided the necessary P&I cover.



46

The Ecosystem of University-Industry Collaboration

in Taiwan

Chun Ju Lin, National Taipei University of Business, Taiwan

Abstract

This study aims to investigate the ecosystem on university-industry collaboration in National

University, which include six vocational universities, four leading general universities and ministry of

science and technology. It is necessary to take into account four key aspects, including the motivation,

key successful factors, barriers and the most effective mechanism. This paper is based on the sample

of 16 expert interviews with managers, deans, director, representing research and development

division in both vocational university and general universities at Taiwan. This paper addresses the lack

of research on managerial perceptions on linkage with entrepreneurship in university-industry

collaboration. The managerial perceptions of motivation, successful factors, obstacles and mechanism

with better understanding of managerial decision making in university-industry collaboration.

Keywords: university-industry collaboration, university-industry center, vocational university, top

general university, expert



47

GoGoVan: How Drucker's Insights on

Entrepreneurship Resonated With the Start-Up’s

Human Resources Approach

W. H. Lo, Centennial College, Hong Kong

Abstract

“… even a medium-sized enterprise is a pretty large organization. It requires a good many people

who know what they are supposed to do, want to do it, are motivated towards doing it, and are

supplied with both the tools and continuous reaffirmation. Otherwise there is only lip service;

entrepreneurship soon becomes confined to the CEO’s speeches.”

- Peter F. Drucker in Innovation and Entrepreneurship1

“People born after the 80’s and the 90’s want to understand your company’s values and missions.

Unless they feel they are of synchronized channel with the company, they won’t believe they can add

value to your operation… They seek recognition from the company… They don’t want to work for you,

they want to work with you.”

- Steven Lam, Founder and CEO, GoGoVan2

GoGoVan presently employed around 350 people, most of them were generation Y in their twenties or

early thirties. Amid complaints from many Hong Kong managers that staff born after the 80’s and the

90’s were hard to manage, Steven Lam (Lam), Founder and CEO of the start-up, had his approach in

motivating the team to give their best to the company. A closer look saw consistency of his approach

with Drucker’s insights on entrepreneurial management.

What challenges did GoGoVan faced in recruiting talents? How did Lam and his partners overcome

these challenges? What other human resources difficulties did the start-up face with its rapid

expansion? In what ways did Drucker’s insights on entrepreneurial management resonated with this

start-up of the 21st century?

Keywords: start-up, entrepreneurship, entrepreneurial management, human resources management,

corporate culture

1 Drucker, P.F. (1985) Innovation and Entrepreneurship, New York: Harper Collins Publishers. 2 YouTube (8 July 2016) “智富之道林凱源 Steven GoGoVan” https://www.youtube.com/watch?v=_FMW5ch0mo0 (accessed 13

November 2016).

https://www.youtube.com/watch?v=_FMW5ch0mo0



48

Paper Abstracts for Poster Session



49

SC Storage: Driving Businesses Through Innovative

Marketing and Business Intelligence – A Case Study

Cinty Li, Centennial College, Hong Kong

Abstract

In Hong Kong property prices has soared and apartment sizes has steadily shrank in the past decade.

Residential and commercial tenants began to need self-accessed storage spaces to shelf their less used

items such as seasonal appliance and archive files. SC Storage was established by accident in 2001

when few people in Hong Kong knew about this industry. The SARS epidemic in 2003 and

subsequent plummet in property prices posed as an opportunity for the company to grow. Competition

is intense in this low entry barrier mini-storage business but SC Storage has grown to be an industrial

leader over the years since company CEO Kevin She has been employing innovative marketing

strategies to drive business growth, including using big data analytics to identify the top 5% of its

most profitable clients and focusing closing deals faster and at higher rental rates.

This case traces SC Storage’s history, from its conception and growth to be the industry leader due to

its unique products, innovative marketing strategies and recent leveraging of big data. Due to its

innovation and astute use of business intelligence, the company has revolutionized the storage industry

and expanded further by acquiring more properties. Its success factors are analyzed and future

directions would also be discussed.

Keywords: SC Storage, innovative marketing, big data, mini-storage



50

A Study on Service Quality, Customer Satisfaction

and Customer Loyalty Towards Hotel Industry

S. Praveen Kumar, Madurai Kamaraj University, India

Abstract The hotel sector is strongly influenced by developments in tourism as well as by other cyclical and

contextual factors such as demography, lifestyle, national or regional customs and in general, the

country’s economic situation. This has favored the fast growth that the hotel business has maintained

within the overall expansion of the Indian economy. The main objective of the study is to find out the

influence of service quality, customer satisfaction and customer loyalty towards hotel industry in

Madurai District. Judgmental sampling method was used to select the sample respondents. When

customer is satisfied, then he is expecting the same satisfaction from the service provider again and

again. So it makes the customer to be loyal to the particular service provider. Hence customer

satisfaction leads to customer loyalty. Customer loyalty alone cannot satisfy a customer or otherwise

loyal customers may not be a satisfied customer.

Keywords: service quality, customer satisfaction and customer loyalty, hotel industry, Madurai



51

Big Data Analytics and Balanced Scorecard –

A Case Study

Robert Lin, California State University, East Bay, USA

Abstract

This study incorporates the big data analytics techniques with the expanded balanced scorecard

framework for two contrasting organizations – one modern technology company and the other a non-

for-profit service agency. I expect the outcomes of the study will share some light on the potential

benefits of using the growing movement in the big data analytics for providing better indicators and

more timely references on decision making than the traditional balanced scorecard framework.

Big Data Analytics enables the rapid extraction, transformation, loading, search, analysis and sharing

of massive data sets. Although it is related to traditional Database Management and Business

Intelligence systems, Big Data Analytics dramatically increases the ability to process data in four

major ways: Volume, Velocity, Variety, and Variability.

A Balanced Scorecard defines an organization’s performance and measures whether management is

achieving desired results. The Balanced Scorecard translates Mission and Vision Statements into a

comprehensive set of objectives and performance measures that can be quantified and appraised.

These measures traditionally include the following categories of measurements: Financial, Customer,

Internal business, and Learning & Growth. The expanded balanced scorecard framework in this study

will add Corporate Social Responsibility & Sustainability to provide measures for the hidden

strength/weakness of the organization. The ability of the big data analytics to capture and analyze

structured, unstructured, and semi-structured data to quickly identify previously unseen correlations

and patterns among these data sets. Other potential benefits of using big data analytics includes access

to more detailed, historical sales-related data that can yield more detailed insights around our most

important Lag and Lag Indicators. Real - time sharing of the information should enable managers and

stakeholders to quickly receive, react, and to improve decision making.

The results of this study will help organizations to identify the most critical functions and significant

business opportunities with better measures and managing processes.

Keywords: accounting, balanced scorecard, big data, corporate social responsibility, knowledge

management, management information systems, sustainability



52

Legal Infrastructure for the Cooperative Logistics

Marta Katarzyna Kołacz, Erasmus University Rotterdam, Netherlands

Wouter Verheyen, Erasmus University Rotterdam, Netherlands/Odisee UC,

Belgium

Abstract

Cooperative logistics fosters effective company management and allows for efficiency gains that can

make an important contribution to the realization of many international (among the others European

and Asian) sustainable transport policies. The cooperative logistics is understood as alliances of

shippers, carriers or web-shops where different partners co-operate by bundling the cargo that they

ship to the same destinations. Thanks to this they reduce costs of their shipments and grow their

businesses by actively working together to reach new market opportunities.

There are many business applications where the cooperation is or in the near future might be

introduced to support the existing business models. We focus in this article on three of them. These

are e-commerce, truck platooning and automated cargo consolidation software. As far as the e-

commerce is concerned, the cooperation of web-shops operating as delivery points decreases the costs

of deliveries to and from consumers. The cooperation in truck platooning on the other hand allows to

combine trucks in a convoy driven by smart technology. Here, costs are saved as a result of the fact

that trucks which drive close together at a constant speed minimize both fuel consumption and the risk

of delays due to efficiently reduced tail-backs. Finally, an automated cargo consolidation software

brings small and medium enterprises together by matching the profile of the cargo they ship with

potential destinations. The transport costs decrease because the matching system contributes to

lowering the number of ‘less than truck loads’.

What needs to be underlined is that the current legal framework is not adapted to support all risks

resulting from these initiatives. This can have an impact on the parties’ rights and obligations,

compared to those in case of a standard two-party contract.

The purpose of this article is to present the legal infrastructure for the cooperative logistics, meaning

we provide a map of legal problems that the cooperative logistic may encounter in the framework of

international transport law with potential detours that would facilitate popularization of the

cooperation. Thus, we discuss liability impacts and how to manage them for three case studies. These

are the abovementioned business applications of cooperation which are e-commerce, truck platooning

and automated software for cargo bundling.

Keywords: cargo bundling, cooperative logistics, e-commerce, legal liability, truck platooning



53



54

Industry Insights From Practitioners:

(Conference presentation only)

Learning From the Best Creative Works

Hilda Chan, Leo Burnett Hong Kong, Hong Kong

Hearing Future: Insights of Audiological

Advancements for Aged-Related Hearing

Impairment

Annabelle Wong, Logital Co. Ltd., Hong Kong

Documents

The International Conference on Business Case Research ...centennialcollege.hku.hk/f/upload/2468/ICBCR2016_Proceedings.pdf · The International Conference on Business Case Research