M
Man-Ling Chang
Researcher at National Chung Hsing University
Publications - 25
Citations - 1238
Man-Ling Chang is an academic researcher from National Chung Hsing University. The author has contributed to research in topics: Entrepreneurial orientation & Social capital. The author has an hindex of 11, co-authored 23 publications receiving 967 citations. Previous affiliations of Man-Ling Chang include Asia University (Taiwan).
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Promoting innovation through the accumulation of intellectual capital, social capital, and entrepreneurial orientation
TL;DR: In this paper, a comprehensive research model was developed to integrate the interrelationships among social capital, entrepreneurial orientation, intellectual capital, and innovation to explore how a firm's operational mode can reinforce the advantages of intellectual capital on innovation.
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Configural paths to successful product innovation
TL;DR: This study offers an integrated framework involving antecedent paths to successful product innovation using fuzzy-set qualitative comparative analysis (fsQCA) and finds some common rules behind these paths across groups.
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Strategies for reward-based crowdfunding campaigns
TL;DR: In this article, reward-based crowdfunding campaign strategies and their communication tools are analyzed and the practical implications of crowdfunding strategies are derived, and are dependent on the required sales effort and the project added value.
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Revisiting Perceived Risk in the Context of Online Shopping: An Alternative Perspective of Decision-Making Styles
Man-Ling Chang,Wann-Yih Wu +1 more
TL;DR: In this paper, the consequences of perceived risk by taking the moderating effects of decision-making style (i.e., involvement vs. heuristics) into account in the context of online shopping are elaborated.
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Marketing-related resources and radical innovativeness in family and non-family firms: A configurational approach
TL;DR: In this article, the authors explore the possibility that while some drivers of innovativeness may be common to both family and non-family firms, how these drivers combine to produce radical innovation may not always be the same for these two firm types.