Abstract
Competitive strategy is an important determinant of firm survival and success. The strategy that a firm employs reflects the specific competitive methods that its managers emphasise as well as the broad pattern showing how these methods are combined for use in the firm. In an extensive study of companies from the USA and Japan, Kotha et al. (1995) found that US and Japanese companies use different competitive strategies to achieve their success. Since both of these countries have extensive economic dealings with Taiwan, and both are leading economic powers, it seems likely that many Taiwanese companies would emulate their' competitive strategies. This paper investigates the competitive strategy parameters of a large sample of Taiwanese companies, matched to Kotha et al.'s sample firms in being distributed across a wide range of industries. It finds that a majority of these companies emulate the US companies' strategies, though there also are many that emulate the Japanese. Many do not follow either model, but instead carve out a niche for themselves by developing what might be called unique Taiwanese strategies. An analysis of variance indicates that of the sample firms, those that follow a more Eastern directive (Japanese or Taiwanese) have better performance as defined by growth rate of sales and employee morale, job satisfaction and commitment.
| Original language | English |
|---|---|
| Pages (from-to) | 170-185 |
| Number of pages | 16 |
| Journal | International Journal of Economics and Business Research |
| Volume | 9 |
| Issue number | 2 |
| DOIs | |
| State | Published - Jan 1 2015 |
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All Science Journal Classification (ASJC) codes
- Business, Management and Accounting(all)
- Economics, Econometrics and Finance(all)
Cite this
Competitive strategies and company performance of Taiwanese firms. / Haddad, Kamal M.; Wu, Anne; Wingender, John R.
In: International Journal of Economics and Business Research, Vol. 9, No. 2, 01.01.2015, p. 170-185.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Competitive strategies and company performance of Taiwanese firms
AU - Haddad, Kamal M.
AU - Wu, Anne
AU - Wingender, John R.
PY - 2015/1/1
Y1 - 2015/1/1
N2 - Competitive strategy is an important determinant of firm survival and success. The strategy that a firm employs reflects the specific competitive methods that its managers emphasise as well as the broad pattern showing how these methods are combined for use in the firm. In an extensive study of companies from the USA and Japan, Kotha et al. (1995) found that US and Japanese companies use different competitive strategies to achieve their success. Since both of these countries have extensive economic dealings with Taiwan, and both are leading economic powers, it seems likely that many Taiwanese companies would emulate their' competitive strategies. This paper investigates the competitive strategy parameters of a large sample of Taiwanese companies, matched to Kotha et al.'s sample firms in being distributed across a wide range of industries. It finds that a majority of these companies emulate the US companies' strategies, though there also are many that emulate the Japanese. Many do not follow either model, but instead carve out a niche for themselves by developing what might be called unique Taiwanese strategies. An analysis of variance indicates that of the sample firms, those that follow a more Eastern directive (Japanese or Taiwanese) have better performance as defined by growth rate of sales and employee morale, job satisfaction and commitment.
AB - Competitive strategy is an important determinant of firm survival and success. The strategy that a firm employs reflects the specific competitive methods that its managers emphasise as well as the broad pattern showing how these methods are combined for use in the firm. In an extensive study of companies from the USA and Japan, Kotha et al. (1995) found that US and Japanese companies use different competitive strategies to achieve their success. Since both of these countries have extensive economic dealings with Taiwan, and both are leading economic powers, it seems likely that many Taiwanese companies would emulate their' competitive strategies. This paper investigates the competitive strategy parameters of a large sample of Taiwanese companies, matched to Kotha et al.'s sample firms in being distributed across a wide range of industries. It finds that a majority of these companies emulate the US companies' strategies, though there also are many that emulate the Japanese. Many do not follow either model, but instead carve out a niche for themselves by developing what might be called unique Taiwanese strategies. An analysis of variance indicates that of the sample firms, those that follow a more Eastern directive (Japanese or Taiwanese) have better performance as defined by growth rate of sales and employee morale, job satisfaction and commitment.
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U2 - 10.1504/IJEBR.2015.067364
DO - 10.1504/IJEBR.2015.067364
M3 - Article
AN - SCOPUS:84922867045
VL - 9
SP - 170
EP - 185
JO - International Journal of Economics and Business Research
JF - International Journal of Economics and Business Research
SN - 1756-9850
IS - 2
ER -