Entrepreneurship and Taiwan's Economic Dynamics

Yu, Fu‐Lai Tony

doi:10.1007/978-3-642-28264-5

Cited by 6 publications

(8 citation statements)

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“…Business Week, for example, reported that many of the founders of Taiwanese information science and technology manufacturing companies (such as Tai-Ming Guo, Bai-Li Lin, and Wen-Long Xu) made their fortunes from scratch. While successful entrepreneurs in Korea and Japan mostly get their start in corporations, successful entrepreneurs in Taiwan work their way up through apprenticeships (Yu et al, 2007). Within the trend that the generation of product/service is rapidly being replaced, a product life cycle is inevitably becoming shortened, entrepreneurial survival depends upon responding rapidly and innovating endlessly.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

A study of the entrepreneurship of Taiwanese youth by the Chinese Entrepreneur Aptitude Scale

Chen

Weng

Hsu

2010

Journal of Technology Management in China

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Access to this document was granted through an Emerald subscription provided by emerald-srm:126209 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purposes are as follows. First, this paper aims to explore the reliability and validity of the Chinese Entrepreneur Aptitude Scale (CEAS) and to establish a normative score among surveyed students. Second, this paper seeks to compare the scaling scores differences between the genders, departments, and classes in the sample. Finally, this paper aims to compare the student sample's CEAS results with models of Taiwanese entrepreneurial youth. Design/methodology/approach -Completed questionnaires from 1,053 students from the Transworld Institute of Technology in Taiwan and the CEAS, constructed by Chen and Wu, formed the basis of the empirical analysis. Findings -This paper tests the performance of the CEAS for Taiwanese students at a technological institute that puts entrepreneurial education into practice. The results match those of Chen and Wu, which used qualitative methods to conduct a content analysis of the biographies of models of entrepreneurial youth in Taiwan. Both groups rank high in autonomy and self-discipline, indicating that entrepreneurial models and potential entrepreneurs have a high sense of mission and responsibility to society. And, this paper finds significant differences between the two groups; the entrepreneurial models rate higher overall on CEAS constructs than the institute students. In particular, the sample students score low on social networking, indicating that the undergraduates lack social and networking experience. Originality/value -The main contribution of this paper has been to test the applicability of the CEAS in Taiwanese Institute of Technology students, including comparisons between genders, grades, and colleges. The results offer insights for institutes and universities seeking to improve their entrepreneurial education offerings. Moreover, the results offer lessons for fostering entrepreneurial abilities and behavioral traits in undergraduates.

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Section: Conclusion and Discussionmentioning

confidence: 99%

A study of the entrepreneurship of Taiwanese youth by the Chinese Entrepreneur Aptitude Scale

Chen

Weng

Hsu

2010

Journal of Technology Management in China

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“…Rather than seeking new product innovation, which requires the costly development of research, innovation, marketing, and branding capabilities, accompanied by a higher risk of product failure, OEM avoids expenses on establishing distributional networks or on consumer-oriented promotion to develop leading brand preference. In addition, orders from OEM buyers not only guarantee satisfactory utilization of the companies' capacities, but also provide OEM firms with information on product designs, quality, training and accounting procedures, and essential financing for their operations (Yu, Yan, & Chen, 2006). As Hobday 28 H.-D. Yan (2000) aptly described, OEM has served as a technology training school for latecomer firms.…”

Section: Strategic Entrepreneurship and The Growth Of The Firmmentioning

confidence: 98%

Entrepreneurship, Competitive Strategies, and Transforming Firms from OEM to OBM in Taiwan

Yan

2012

Journal of Asia-Pacific Business

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This article analyzes how entrepreneurs create wealth and capabilities in the early stages by practicing original equipment manufacturing (OEM) and later on transcend to original brand manufacturing (OBM). The author deliberately selects three cases of Taiwan's firms (Johnson Health Technology Corporation, CVC Technology Corporation, and HTC Corporation) to study firm growth and firm transformation by incorporating concepts from research fields of entrepreneurship, strategic management, andleadership. How Taiwan's firms thrive from transforming to create own brands and how they deal with ensuing issues of branding dilemma offer a useful lesson for latecomer economies.

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“…According to Small and Medium Enterprise Administration (SMEA, 2004), in 2003, there were 1,171,780 enterprises (including large and small and medium-sized enterprises (SMEs)) in Taiwan. With a population of 23 million, one out of twenty persons owns a company (Yu, Yan & Chen, 2006). These ‘army of ants’ had been a major contributor to Taiwan’s economic ‘miracle’ ( Economist , 1998).…”

Section: Taiwan: An Island Of Bossmentioning

confidence: 99%

“…The most important feature of Taiwan’s entrepreneurs is their ability to look for profit opportunities (Shieh, 1992, p. 114; Yu et al 2006). However, entrepreneurial alertness (Kirzner, 1973) does not come out by itself.…”

Section: Strategic Entrepreneurship In Taiwanmentioning

confidence: 99%

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Strategic Entrepreneurship in Taiwan’s Food and Catering Industries: The Case of 85 °C Café Shop

2015

Global Business Review

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This article presents a theory of strategic entrepreneurship for Taiwan’s food catering industries based on the contributions of Austrian economists. It argues that the most significant feature of Taiwanese entrepreneurs is their ability to look for profit opportunities. After identifying a profit opportunity, they surf on the waves of the growing market. They are quick to respond to the rapidly changing environment. Some small firms in Taiwan may not conduct long-range planning. As long as they discover a profit opportunity that others have not yet noticed, they will enter the market and exploit profit margins. Though not as innovative as Henry Ford or Bill Gates who revolutionized automotive industries and information technology industry, respectively, and drastically changed the everyday lives of the world economy, Taiwanese entrepreneurs are excellent adopters of technology. They are able to add some new attributes to the product so that the product differs slightly from the original one and fits into the unserved market. Furthermore, Taiwanese entrepreneurs utilize social network extensively. By using business network and personal relationship, they operate in nexus and hunt in packs in the market. Through social network, they support each other and create a ‘win–win’ situation for each other. This article concludes that the unique entrepreneurial strategies allow Taiwanese businesses to compete in global markets. The argument developed in this article is applied to understand the business success of the 85°C Café in Taiwan, a shop which is known as ‘Starbucks of Taiwan’.

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Entrepreneurship and Taiwan's Economic Dynamics

Cited by 6 publications

References 0 publications

A study of the entrepreneurship of Taiwanese youth by the Chinese Entrepreneur Aptitude Scale

A study of the entrepreneurship of Taiwanese youth by the Chinese Entrepreneur Aptitude Scale

Entrepreneurship, Competitive Strategies, and Transforming Firms from OEM to OBM in Taiwan

Strategic Entrepreneurship in Taiwan’s Food and Catering Industries: The Case of 85 °C Café Shop

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