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This study examines the occasions when network centrality is useful for firms' creation of technological diversification. Given the role of network centrality in accessing external technological knowledge (TK), I respectively employ R&D and manufacturing resource commitments, technological strengths, and financial slack as moderators to explore the consequences of TK use for technological diversification. The results show that network centrality does not have a positive effect on technological diversification. Thus, network centrality alone is insufficient to generate technological diversification. Furthermore, R&D resource commitments, technological strengths, and financial slack moderate the positive relationship between network centrality and technological diversification, whereas manufacturing resource commitments do not. Identifying the more influential moderators of internal resources can provide an approach to releasing the benefits of network centrality. Consequently, for a firm, having sufficient internal resources is critical to creating more technological diversification while possessing a superior position of network centrality. [ABSTRACT FROM AUTHOR]

This paper examines the relationships between two processes of firm internationalization (pace and scope) and organizational size, using information-processing perspective. Additionally, as contextual variables like business group may influence the impact of organizational size, I investigate its moderating role. My analysis involves a sample of 772 publicly-listed firms in Taiwan over a period of nine years (2000-2008). The findings indicate that internationalization pace and internationalization scope positively influences the organizational size. I also observe that business groups moderate the relationship between processes of firm internationalization and organizational size. This research contributes to the literature linking corporate strategy in terms of firm internationalization and organizational theory. The implications of the findings from the perspective of theory and managerial practice are discussed, along with possible directions for future research. [ABSTRACT FROM AUTHOR]