Technology entrepreneurial styles: a comparison of UMC and TSMC

Liu, T.-H.; Hung, Shih‐Chang; Wu, Shijian; Chu, Yee-Yeen

doi:10.1109/iemc.2004.1407465

Cited by 7 publications

(7 citation statements)

References 32 publications

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“…This theme describes the systems that support the foundation of new technology firms, establishment of a new technology venture and different types of technical entrepreneurs (Jones-Evans, 1995). Liu, Chu, Hung and Wu (2005) represent ways in which entrepreneurs draw on resources and structures to exploit emerging technology opportunities. Other articles cover topics on: university and business incubators, firm spin-off and technology transfer mechanisms, government programs that support technological entrepreneurship and entrepreneurship education.…”

Section: Conceptualisation Of Technological Entrepreneurshipmentioning

confidence: 99%

The Concept of Technological Entrepreneurship: The Example of Business Implementation

Badzińska¹

2016

EBER

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Section: Conceptualisation Of Technological Entrepreneurshipmentioning

confidence: 99%

The Concept of Technological Entrepreneurship: The Example of Business Implementation

Badzińska¹

2016

EBER

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“…It involves the pursuit of an opportunity that "assembles and deploys specialized individuals and heterogeneous assets that are intricately related to advances in scienti fi c and technological knowledge for the purpose of creati ng and capturing value for a fi rm" (Bailetti , 2012: 9; emphasis added). Individuals engaged in technology entrepreneurship assemble "resources and structures to exploit emerging technology opportunities" (Liu et al, 2005). Scholars acknowledge that technology entrepreneurship is not only a source of product innovation and technological advancement but serves as a potent mechanism for generating economic development (Bailetti, 2012).…”

Section: Methodsmentioning

confidence: 99%

Untitled

2018

JEMI

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If there are concepts that have huge academic literature and are of outstanding practical significance in corporate practice, then business performance is certainly one of them. However, the authors of this special issue add interesting and exciting elements to our knowledge regarding business success and performance in many ways. This special issue underlines that business success, which has both financial and social components, depends to a great extent on the knowledge, skills, and cooperative skills of people in the organization, and their openness to the world of external and internal stakeholders. The behavior of people, when heavily influenced by the values of the organization and its associated business ethics, has a major impact on business success. This is also true for ethically and socially controversial industries, such as pharmaceutical, alcohol and tobacco. The research results of the authors in this special issue show that different organizational frameworks and solutions can lead to the success of a business. There is, of course, no single, infallible "recipe" leading to success. However, developing project management skills and applying a project management approach within an organization can increase the organization's entrepreneurial ability. The key feature of such a solution is that the organization becomes more open to stakeholders and processes in its local environment. This also means that an organization's ability to innovate, and improve the efficiency of its innovation processes, increases. It is an exciting feature of the special issue that most of the studies deal with a specific area of the global economy, namely Central and Eastern Europe. Empirical research carried out in Poland, the Czech Republic and Hungary, and a comparative analysis of them, is a valuable contribution to the increasingly rich literature dealing with this region, as well as the academic literature in the more general sense. The first paper by Majra Hodžić and Helena Hrůzová, "A study of project management practices in the Czech Republic," addresses the importance of project management for organizations' innovation and performance. Based on the example of the Czech Republic, Hodžić and Hrůzová study current practices used in the field of project management and underline the

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“…Unlike Samsung with its sprawling economic empire, TSMC specialized in one area instead of diversifying into multiple sectors and adapted to market changes, quickly climbing the technological ladder, through participation in international networks, collaboration with MNCs on technological research, and a commitment to in-house innovation research. TSMC's operation was focused on producing semiconductors (Liu et al, 2005). While TSMC initially enjoyed government support through ITRI, it had to adapt to changing domestic and international trends, although in a different way than Samsung.…”

Section: The State and The Firm: Accountabilitymentioning

confidence: 99%

The Making of East Asia’s Electronics Champions

Cherif

Hasanov

Xie

2021

REM

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Sustained and high growth in East Asia was achieved by developing sophisticated export sectors, especially in electronics, spearheaded by national "champions." Using the experience of four major East Asian semiconductor firms, we argue that four ingredients of state-firm cooperation were instrumental in their success-ambition, autonomy, accountability, and adaptability (4A). This state-firm interaction involved ambitious goals and policies of the state combined with firms' operational autonomy, strict accountability for the support received, and adaptability to the changing environment. In addition, international and domestic competition, collaboration with multinationals 1 We are grateful to Clara García, David Ong, and two anonymous referees for excellent comments and suggestions. The views expressed here are those of the authors and do not necessarily represent the views of the IMF, its Executive Board, or IMF management. All errors are our own.

show abstract

Technology entrepreneurial styles: a comparison of UMC and TSMC

Cited by 7 publications

References 32 publications

The Concept of Technological Entrepreneurship: The Example of Business Implementation

The Concept of Technological Entrepreneurship: The Example of Business Implementation

Untitled

The Making of East Asia’s Electronics Champions

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