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Entrepreneurship, competitive strategies, and ascending global brands from Taiwan: lessons for emerging markets

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  • Ho-Don Yan

Abstract

Emerging markets' growing weight in the world economy poses the necessity for our understanding of the growth strategy of their firms as the extant studies are mostly based on advanced economies. This paper shows that Taiwan's entrepreneurs first engage in practicing original equipment manufacturing (OEM) for multinational corporations (MNCs) of advanced countries in the early stage of economic development. After generating sufficient capital and capabilities, some entrepreneurs lead their firms to transform into global enterprises practicing own brand manufacturing (OBM). We highlight four elements - facilitative government, clustering effect, dealing with branding dilemma, and penetrating into foreign markets - that are instrumental for Taiwanese firms to go through this upgrading transformation. The experience of Taiwanese firms provides useful lessons for emerging markets' firms that target strategies of catching-up and forging-ahead, as well as for academia to enrich our understanding of the entrepreneurial process of firm growth and firm transformation in emerging markets.

Suggested Citation

  • Ho-Don Yan, 2013. "Entrepreneurship, competitive strategies, and ascending global brands from Taiwan: lessons for emerging markets," International Journal of Business and Globalisation, Inderscience Enterprises Ltd, vol. 10(3), pages 325-344.
    • Handle: RePEc:ids:ijbglo:v:10:y:2013:i:3:p:325-344
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    Cited by:

    1. Keshab Ray & Meenakshi Sharma, 2021. "Antecedents and Outcomes of Brand Strength: A Study of Asian IT Organizations Towards Brand Sustainability," Corporate Reputation Review, Palgrave Macmillan, vol. 24(3), pages 128-142, August.

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