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Taiwan, once one of the world's leading manufacturing economies, is
now transforming into a service economy, with an emphasis on
knowledge-based services. This metamorphosis has not been easy. As
well as major changes in the industrial sector, human resource and
policy development have been required, the experiences and
implications of which are addressed in this book. Although Taiwan
is only in the initial stage of transition from a material- or
capital-based economy to a knowledge-based economy, the process has
already provided valuable lessons to be learnt. The ramification of
transformations in manufacturing, agriculture, finance, services,
and the information technology industry are examined and discussed.
Tain-Jy Chen and Joseph S. Lee go on to reveal the problems and
difficulties that Taiwan has encountered in creating itself a new
knowledge based economy, including its outmoded service sector, the
inability of businesses to pursue global production and services,
and the lack of capacity to create knowledge and to innovate.
Providing a discernible insight into the transformation of one of
the most prominent newly industrialized countries into a
knowledge-based economy, this book will greatly appeal to
academics, researchers, and those with a specific interest in
knowledge management or Asian economies, as well as to economic
analysts.
Taiwanese foreign direct investment rapidly expanded in the
mid-1980s when the domestic wage rate and the value of the
Taiwanese currency skyrocketed simultaneously. Losing their
competitive edge at home, many Taiwanese firms relocated to lower
wage countries; mainly Southeast Asia and China. Taiwanese Firms in
Southeast Asia provides a comprehensive review of Taiwan's direct
investment in Southeast Asia, including Indonesia, Malaysia,
Thailand, the Philippines and Vietnam. It also explores the
motivation behind investment in Asia, Europe and the US. In most
countries, incidence of foreign direct investment is positively
correlated with firm size. However, in Taiwanese firms, the
opposite is true. The book examines the reasons for this and
assesses the difference in practice between small and large firms
conducting foreign direct investment, focusing on the manufacturing
sector. The book also includes an original, comprehensive survey
and a series of interviews with Taiwanese parent firms and their
subsidiaries in Southeast Asia. The authors conclude that
networking underscores the core competitiveness of Taiwanese firms
and when these firms invest abroad, they attempt to maintain a
close connection with domestic networks to retain competitiveness
and flexibility. However, they will have difficulty in sustaining
this in the long-term because co-ordination of production across
national borders requires intensive input of managerial resources
which are scarce among Taiwanese firms. In the long-term, they have
to localize and integrate themselves into the local networks. The
book is a result of joint research efforts by Taiwanese, American
and Southeast Asian scholars and will be required reading for
students and scholars of economies in Southeast Asia, international
business, Asian studies and multinational enterprise.
This paper reexamines the concept of the "footloose industry" from
the perspective of global production networks (GPNs). Among the
players in these GPNs, contract manufacturers are believed to be
the most footloose, as they are the most sensitive to labor costs.
They constantly move around the world, chasing after low wages,
often driven by pressure exerted by dominant firms instead of
acting on their own volition. Both the willingness and the ability
of contract manufacturers to relocate are shown to depend on the
structures of the GPNs, which are deeply embedded in local
institutions, especially labor institutions. China's notebook
personal computer industry is used to illustrate the fact that
unique labor institutions in the coastal areas of China have
permanently changed the structures of GPNs in that industry,
including power relations and production organizations. These
changes have made the relocation of manufacturing activities more
difficult, and have also given contract manufacturing more power
regarding relocation decisions.
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