The Taiwan hat industry: Pre-war roots of the post-war miracle

Taiwan's pre-war hat industry was a precursor of the export-oriented living-room factory industries which played a leading role in Taiwan's post-1960 economic miracle. After World War I, success in the global hat trade required quick reaction to ever-changing fashion. Taiwan's hat industry was based on a flexible subcontracting system which could respond quickly to fashion change and ramp up production at short notice. Taiwan's early hat industry has been overshadowed by its larger agricultural exporting industries, but the hat industry itself was, by many standards, large and influential. Evidence suggests that Taiwan's early experience in the hat trade was a key factor behind Taiwan's later post-war success.     

What drives firms’ intent to seek strategic assets by foreign direct investment? A study of emerging economy firms

What drives firms, particularly those from emerging economies, to engage in competitive catch-up with world leaders? We study the first step leading to catch-up, namely the managerial intent to acquire strategic assets that help closing the gap. Theoretically grounded in the awareness–motivation–capability (AMC) framework of competitive dynamics, we identify key factors contributing to firms’ strategic intent to catch-up by acquiring strategic assets abroad. Using a sample of 154 Chinese firms, we find that firms’ strategic assets seeking intent of foreign direct investment is influenced by their exposure to foreign competition, their governance structure, and relevant financial and managerial capabilities.     

Japanese multinationals in the post-bubble era: new challenges and evolving capabilities

Since the bursting of Japan's bubble economy, from 1990 onwards, Japanese multinational companies (MNCs) have faced new competitive challenges and questions about the management practices on which they had built their initial success in global markets. Japanese engagement in the international economy has undergone a number of phases. In the period before the Second World War, Japanese companies learnt from foreign MNCs in trading, shipping, and manufacturing, frequently through strategic alliances, and leveraged their capabilities to succeed in overseas and largely Asian markets. In the immediate post-war decades, during the Japanese ‘economic miracle’, there were notable examples of MNC investment in raw materials and labour intensive production, but both inward and outward foreign direct investment were not significant. Japanese companies achieved leadership in management and technology, in order to support a strategy of export-orientated industrialization. Changes in government policies in the developed economies of the US and Western Europe forced leading Japanese manufacturers to convert themselves into MNCs and to transfer their home-grown capabilities to overseas subsidiaries. The period after 1990 marked declining Japanese competitiveness and it asked questions about the ability of Japanese MNCs to be more responsive and global in their strategies, organization and capabilities.     

The performance effect of network and managerial capabilities of entrepreneurial firms

Building on the organizational capabilities view, this study explores the impact of network and managerial capabilities on the performance of entrepreneurial firms in the architecture and real estate sector. We apply an extended organizational capabilities model by integrating Porter’s value chain model and Grant’s hierarchy of organizational capabilities. Starting from differences in entrepreneurial orientation between architecture and real estate development firms, we argue that under higher environmental uncertainty, network capabilities are more important for the performance of architecture firms whereas managerial capabilities are more important for the performance of real estate development firms. Employing data from Austria, Germany, and Switzerland, the research results support the hypotheses. This study integrates Porter’s value chain concept and the organizational capabilities model and delivers a contribution to the organizational capability theory. In addition, it contributes to the entrepreneurship literature by showing that network capabilities are more important for creating competitive advantage in entrepreneurial firms than in other firms.     

Has the Byrd Amendment Affected US Imports?

The Continued Dumping and Subsidy Offset Act (CDSOA), also known as the Byrd Amendment, allows the US government to distribute revenues from antidumping duties to domestic firms alleging harm. Prior to the amendment these revenues were not distributed to firms. In this article, we formally test the hypothesis that the Byrd Amendment effectively provides double protection to US firms to the extent that it further restricts US imports, as argued by the EU and 11 other US trading partners. Using a rich panel of 362 US manufacturing industries for the period 1998 to 2003, we find that whether or not the Byrd Amendment restricted US imports depends crucially on the level of competitiveness in the import‐competing industry. Specifically, we find that the Byrd Amendment served to restrict imports only in industries where competition is relatively weak, while the amendment is associated with an increase in imports in more competitive industries.     

Competitive pressure,innovation and trade protection: Evidence from US patent data

Recent theoretical models have suggested that the relationship between competition and innovation may best be characterised as an inverted‐U shape: firms in industries with low levels of competition are more likely to innovate in the wake of increased competition as they attempt to escape competition, while those in highly competitive industries will decrease innovation in the wake of increased competition as the profit incentive to innovate dissipates. Results from other studies have found positive as well as negative relationships between innovation and competition. In a parallel literature, trade economists have produced conflicting results regarding the impact of trade liberalisation on innovation. One stream of research has shown that increased access to imported intermediate goods increases productivity, suggesting a positive relationship between imports and innovation. Others have hypothesised that firms may use the technology embodied in intermediate inputs as a substitute for domestic innovation. In this paper, we merge these divergent literatures and investigate whether innovation, as measured by the production of patents by US manufacturers, has been impacted by market competition and tariff reductions. Our empirical findings indicate that insulation from imports in the form of higher tariffs on final goods was associated with innovation until the late 1980s, while falling tariffs on intermediate goods appear to have facilitated innovation during the 1990s. We also find evidence of the inverted U‐shaped relationship between market competition and innovation.     

The Globalization of Furniture Industries/Markets

The globalization of industries and markets represents a key trend of the last decade. This evolutionary process, anticipated to become more prevalent in the future, requires long-term strategies whereby firms, industries and nations utilize competitive advantage to expand beyond domestic borders. In order to remain competitive, manufacturers of industrial and consumer goods must address the threats of both domestic and foreign origin and, increasingly utilize a global context for strategic planning, operations and marketing. Global communications and transportation technologies for electronic data interchange, materials resource planning, international finance, management and marketing have enhanced the ability of firms to operate internationally and offer true world brands. Furniture is an example of a product that naturally lends itself to internationalization in that if performs the same basic function across geographic areas and cultures such as seating, bedding, dining, storage and display. Moreover, the use of international furniture and woodworking machinery shows rapidly diffuses new technologies and designs through the global marketplace. Wood furniture represents a prime example of a U.S. industry that has felt the competitive pressures of market globalization. In 1978, imports claimed only 6.6% of the U.S. consumption of wood household furniture. By 1990, they had reached nearly 25% of consumption. The secondary wood manufacturing industries in the United States, including wooden furniture, have been largely insulated from foreign competition due to their established position within the domestic market, abundant and high quality materials with high consumer acceptance and appeal and certain transportation barriers as associated with relatively high volume to value items. However, as the international competitive arena changes, manufacturers, industries and nations must reevaluate their future strategies in terms of the forces shaping competition. This paper presents a framework based upon a multitude of factors affecting competitive advantage in the global context using a furniture industry example. These considerations may be categorized into six domains: (1)raw material supply; (2) production/technology; (3) design and marketing; (4) related/supplying industries; (5) home country demand; and (6) government influence on trade. Global strategic options are then briefly addressed as they pertain to the wood furniture industry. The synthesis of key strategic inputs combined with a global involvement strategy may provide insight not only to wood furniture, but to many other industries attempting to cope with similar changes as evolutionary momentum builds toward global markets, consumers and competition.     

The Family Firm in Industrial Capitalism: International Perspectives on Hypotheses and History

This comparative analysis of the international literature on family firms takes A.D. Chandler's concept of ‘personal capitalism’, presented in Scale and Scope, as the theoretical frame of reference. The article focuses principally on Britain, particularly the thesis that large family firms were probably major contributors to national economic decline during the first half of the twentieth century. However, comparisons drawn between the characteristics and role of family firms in the United States, Germany and Japan suggest that it is not possible to describe them in a way which transcends either chronological or geographical boundaries. Comparisons of the behaviour and performance of family firms and managerial enterprises suggest that, contrary to Chandler's view, as a concept the family firm offers a limited understanding of the differential industrial performance of competing national economies before World War II. National and corporate cultural differences are seen to have been more important influences on business behaviour than contrasting organisational structures.     

Small & Medium Gold & Fashion Enterprises (SMEs) in Arezzo,Italy: Competitive Challenges and Strategic Implications

ABSTRACT

This paper provides some empirical evidence on organizational characteristics and strategies of firms in the Italian gold and fashion industries. The analysis is based on a data set of three SME clusters in Arezzo (a city and province in Tuscany, Italy, southeast of Florence) which led us to the identification of two main alternative strategies which can be implemented when facing the new global competition: a firm-centered brand strategy and an outsourcing strategy (a supply alliance with co-branding possibilities with one or more large Italian firms). We analyzed the resources and competencies of firms that adopted different export marketing strategies and further explored the relationship between strategic choices and performance of participating firms (measured in terms of growth, innovation, and export capabilities). The results show that the choice of a strategy is strongly influenced by the ability of SMEs to respond to changes in consumer behavior and competition, and that some variables significantly affect performance. Both strategies can be effective, and in some cases it is suggested to follow the middle of the road competitive approach: combining the two strategies, exporting own brand directly to the end markets and collaborating with a large firm in order to achieve a sustainable and significant competitive advantage.     

Dual-edged tools of trade: How international joint ventures help and hinder capability building of Chinese firms

Forming international joint ventures (IJVs) with multinational corporations (MNCs) from advanced economies has been widely adopted by firms in emerging economies as an organizational approach to building up their innovative capabilities. In this paper, we emphasize that such an approach has both advantages (knowledge transfer from MNCs) and disadvantages (overdependence upon MNCs and reduction of innovation incentives) in the capability building of indigenous firms. Utilizing a longitudinal dataset consisting of 474 industries in China during 1998–2002, we find supporting evidence for the co-existence of the positive and negative impacts of IJVs. Specifically, we find that IJV presence has an inverted U-shape impact on innovative capabilities of indigenous firms; such an impact is stronger in industries with low (versus high) technology gap. We discuss the implications of our findings for research, managerial practice, and government policy.     

Trade and imperfect competition in general equilibrium

This paper employs a multi-industry general equilibrium model of oligopolistic competition, free market entry and trade in which capital is used to establish firms and labor is used for production. We show that both absolute and relative endowments matter for the pattern of trade. We demonstrate that market entry to each industry is either too excessive or too moderate while the effect on firm size is ambiguous. If countries are sufficiently symmetric, trade will increase the wage–rental ratio in both countries. Furthermore, trade will increase per-capita consumption in capital-intensive industries and reduce it in labor-intensive industries. Nevertheless, trade will be mutually welfare-improving under relatively mild conditions.     

Defining the Relationship among Founding Resources,Strategies, and Performance in Technology-Intensive New Ventures: Evidence from the Semiconductor Silicon Industry*

The degree to which a firm's performance is dependent on its resources and strategies is widely debated in the literature. We examine this issue by analyzing historical data on the entire population of new independent firms started worldwide in the semiconductor silicon industry for the first 50 years of its existence. We measure resources (managerial capabilities and technological competencies) and strategies (emphasis on demand pull or technology push) at the time of founding and test their relationship with each other as well as with multiple measures of performance (lifespan and best year's sales). We find that firms founded on managerial capabilities emphasize demand-pull strategies at founding, whereas firms founded upon technological competencies emphasize technology-push strategies at founding. We also find that firms emphasizing technology-push strategies perform better than firms emphasizing demand-pull strategies. Lastly, we find that though managerial capabilities are related to a firm's best year's sales, this relationship is mediated by the firm's founding strategy.     

Multiples of Six: The Six Companies and West Coast Industrialization, 1930-1945

In this article I explore the protean organizational forms usedby the Kaiser and Bechtel construction companies between 1930and 1950. Kaiser and Bechtel prospered during the Depressionand World War II because, as members of the Six Companies consortiumof construction firms, they refused to adopt a "best practice"model of corporate organization drawn from the diversified manufacturingand distribution sectors. Instead, Kaiser and Bechtel used avariety of organizational forms to win numerous government contractsfor public works and defense production, transforming themselvesfrom small regional firms into substantial national and globalcorporations. I contribute to modern academic debate over thehistorical forms of business enterprise and the conjunctionof state consumption and private production.     

Cold War Armory: Military Contracting in Silicon Valley

Silicon Valley is frequently portrayed as a manifestation ofpostindustrial entrepreneurship, where ingenious inventor-businessmenand venture capitalists forged a dynamic, high-tech economyunencumbered by government's "heavy hand." Closer examinationreveals that government played a major role in launching andsustaining some of the region's core industries through militarycontracting. Focusing on leading firms in the microwave electronics,missile, satellite, and semiconductor industries, this articleargues that demand for customized military technology encouragedcontractors to embark on a course of flexible specialization,batch production, and continuous innovation. Thriving throughoutmuch of the Cold War, major military contractors fell on hardtimes when defense markets started to shrink in the late 1980s,because specialized design and production capabilities wererarely applicable to civilian product lines. But Pentagon fundingfor research and development helped lay the technological groundworkfor a new generation of startups, contributing to Silicon Valley'seconomic renaissance in the 1990s.     

The Meanings of Managerial Prerogative: Industrial Relations and the Organisation of Work in British Engineering, 1880–1939

In pre-war Japan, large-scale business enterprises tended to become managerial enterprises, but around 1930 this transformation was still in a stage of transition. Managerial enterprises developed rapidly due to the militarisation of the economy during the Second World War, and, after 1945, following the dissolution of the zaibatsu by the occupying US forces. The purge of businessmen that had co-operated with the military, and tax and land reforms which affected the wealthiest, were other contributory factors. Economic growth after 1950 assisted the development of managerial enterprise, just as managerial enterprise accelerated economic growth by facilitating investment and the expansion of business capability. The majority of post-war Japan's most important executives were promoted from within their companies. They were already acquainted with their workforces, especially their engineers, and fully understood their capabilities. This knowledge and the support they enjoyed amongst their employees were critical to the strategic decision-making that guided the investments that brought rapid growth, and, with these organisational assets, they won the confidence and support of banks, business allies, and government. It was those managerial enterprises controlled by salaried managers promoted from within and the emergence of new entrepreneurial enterprises which led Japan's post-war economic growth.     

Exploring corporate entrepreneurship in privatized firms

This paper reports an analysis of whether state-owned enterprises (SOEs) increase their levels of corporate entrepreneurship after privatization. The study uses agency theory to discuss why SOEs display little entrepreneurial behavior and how privatization may alter this situation by changing firms’ systems of controls and incentives. The study also uses a sample of Spanish firms for its empirical research. Data on these firms were available for three years before and after privatization. The findings show that corporate entrepreneurship increases after privatization when firms are in highly competitive industries, either because competition was greater after privatization or because the firm was already in a highly competitive industry. In summary, corporate entrepreneurship in privatized firms seems to be favored by two factors, a change of ownership and competition.     

为什么我国劳动收入占比不断下降——一个基于权力（资源）结构和地方政府竞争的视角

中国宏观经济运行中产生了两个重要现象：工资增速远低于GDP增速和劳动收入在国民收入初次分配中的占比不断下降。究其原因在于：政府掌权了大多数资源和绝对的权力,导致分配偏向于政府和垄断企业;并且在以GDP为导向的地方政府竞争下,各地在产业选择时都偏向于发展资本密集型产业,从而提高了资本在国民收入分配中的谈判能力,导致企业的收入占比不断提高。     

Dynamic learning and strategic alliances: A commentary essay

Strategic alliances and the learning benefits they foster in partner firms inspire a rich literature in the organizational sciences. Part of this literature asks whether or not alliances drive dynamic learning opportunities and thus help partner firms create or enhance dynamic competitive capabilities. Chen, Lee, and Lay (2010) show that alliances do foster the development of dynamic competitive capabilities and do this through dynamic learning mechanisms. This commentary essay critiques the merits of the authors' potential contributions to extant theory and managerial practice and offers new questions for further research.     

Issues of Competitiveness

Abstract

This article investigates the forces that constrain Taiwanese-based corporations from improving quality and introducing and marketing new products. A total of 182 executives from the service and manufacturing sectors participated in the study. The results indicate that Taiwanese-based firms are optimistic about their competitive market position and about their respective industries. Furthermore, executives of these firms prefer to compete in regional and global markets. Absence of pride in a job well done, ineffective performance evaluation systems, and excessive government regulations were found to be the most important factors that may prohibit improvement in product quality. The results also reveal that various factors may hinder the development and marketing of new products. They are inattentiveness to consumer needs, top management's lack of attention to world competition and global opportunities, deterioration of the competitive spirit among employees and managers, absence of a flexible manufacturing strategy, volatile business environment, and too much focus on immediate results.     

The Co-evolutional Advantage: Strategic Management Theory and the Eclectic Paradigm

The eclectic paradigm has been one of the leading frameworks for explaining multinational activity over the past two decades. Yet recent trends in international business pose a challenge to the explanatory power of the paradigm. Strategic management theory, with its focus on performance differences between firms, provides a useful complement to the OLI framework in understanding the activities of the modern multinational. In particular, global competition and the management of a firm's global stocks and flows of knowledge merit closer attention.The advent of global competition requires us to shift from the existing institutional perspective of comparisons of firms and markets or of foreign firms and local firms to a firm-level perspective of comparisons of the multinational firm to its global competitors. It also necessitates a focus on firm-level capabilities in knowledge management relative to competitors, the development of these capabilities involving both macro and micro co-evolutionary processes. Our arguments incorporate these changes to extend the OLI paradigm to accommodate both an economic and a strategic management perspective.