Optimising the power of core resources used in Taiwanese controlled-environment mushroom industry business strategies through strategic alliances

Abstract

Abstract The present study explored the associations among the core resources, strategic alliances, and business strategies of the Taiwanese controlled-environment mushroom industry. A total of 492 responses were collected, and the results support the hypothesised alliance-mediating model. The results indicate that core resources comprise four dimensions: organisational capabilities, individual capabilities, tangible assets, and intangible assets. The mushroom industry has two major types of strategic alliance, namely cost reduction and strengthening professional alliances, and the business strategies employed in the industry involve international market entry and focusing on domestic market operations. The results indicate that international market entry is directly influenced by cost reduction alliances and tangible assets, and indirectly influenced by organisational and individual capabilities. Whether an organisation focuses on its domestic market operations is directly affected by organisational capabilities, cost reduction alliances and intangible assets, and indirectly affected by organisational and individual capabilities.