Taiwan's Globalization Approach

In 1984, the Taiwanese government, in the pursuit of a more open, efficient and internationally competitive economy, initiated its Corporate Globalization Policy. At the same time, the government launched the Science and Technology Island project and the Asia Pacific Operation Center (APROC) among other programs. The continued government support and encouragement of overseas activities by Taiwanese businesses has continually paid strong dividends and contributed greatly to the island's remarkable economic growth. Instead of direct intervention in the corporate sector, the government's role throughout has been one of supporting the accumulation of technology and know-how of Taiwanese firms competing in international markets. This support has led to an increasingly advanced and diversified economy that includes a high number of very competitive small- and medium-sized enterprises (SMEs).

The government's hands-off approach has taken the following forms. First, the government is actively leading and supporting the technological improvement of firms. The Science and Technology Island Plan attracts foreign firms possessing high levels of technology to Taiwan. The government encourages cooperation between manufacturers and firms with high technological capacity.

Second, the government has supported the growth of Taiwanese SMEs. This has allowed smaller Taiwanese firms to attain a level of competitiveness that is equal to that of large firms both at home and abroad. Taiwanese SMEs have full embraced the integration of production and sales systems is a necessity to survival in the current environment of fierce competition.

Third, by establishing the Asia Pacific Financial Center, the Taiwanese government is pursuing simultaneously the globalization of both the real and financial sectors. The Taiwanese government is planning to develop Taiwan as a financial hub of the Asia Pacific region in the hope that this will attract Multinational Enterprises (MNEs) to invest in Taiwan and indirectly boost the international competitiveness of Taiwanese firms. This support has resulted in a recent increase in the number of MNEs establishing research and development facilities and other facilities in Taiwan. The leading strategy behind this increased presence is the establishment of convenient access to the Chinese market.

Fourth, the Taiwanese government is not only encouraging strategic alliances between domestic firms but also between local and foreign firms. Again, such a strategy is a means of absorbing foreign capital and advanced product and process technology.

Fifth, new and global business techniques and philosophies, such as electronic commerce, are increasingly implemented by management of Taiwanese firms. The management awareness and understanding of the increasingly international business environment of Taiwanese firms, aided by continual government encouragement and support, is fostering a more flexible and adaptive approach by domestic firms to foreign competition.

While the government continues to encourage and support overseas activities of Taiwanese firms, the government has largely maintained a hands-off approach to the actual overseas operations. This has resulted in a multi-faceted overseas approach by Taiwanese firms, with strategies differing by region and investor motive. Firms investing in China and Southeast Asia seek manufacturing cost advantages and opportunities to capitalize on their linguistic and local-knowledge advantages. However, investments in Southeast Asia are also related to the government policy to check excessive dependence on the Chinese market. As for investment in the U.S., much of this Taiwanese investment is an effort to enter into technological tie-ups with U.S. companies and then export and tailor the such technology to mainly China and Southeast Asia.

Much of Taiwan's overseas operations are on an ordered equipment manufacturing (OEM) basis. Many firms prospered and expanded through this manufacturing strategy, especially telecommunications and data processing equipment manufacturers. Taiwanese overseas operations are also boosting technological and quality advancement through attaining ISO certification and international patent acquisition. Between 1994 and 1996 the amount of patents Taiwanese firms acquired from the U.S., Japan, and Europe rose from 31% to 54% of total patents purchased by domestic firms.
Much of this overseas drive has been spearheaded by small- and medium-sized enterprises (SMEs). SMEs make up 97.8% of the total number of Taiwanese firms and contribute 34.4% of total sales, 48.8% of exports and employ 78% of the workforce. While their role has diminished somewhat in recent years, SMEs will continue to play a key role in Taiwan's economic efforts both at home and abroad. The competitive strategies (action programs) that Taiwanese SMEs are emphasizing are new product development, value creation, efficiency gains, and diversification into new product lines. Recently, computer manufacturers are utilizing the BTO(Build to Order) system in order to better compete in the global business environment.

The Taiwanese government continues to encourage strategic alliances to enhance the technological capability and competitiveness of domestic firms. At first, such alliances were a means to attract foreign direct investment and high technology tie-ups; however, Taiwanese have in recent years began entering alliances in efforts to establish a more aggressive presence in Chinese and Southeast Asian markets. The combined effect of government-lead policies and the strong entrepreneurship of SMEs has made possible the successful global performance of Taiwanese firms.

序 言
要 約, Executive Summary

Ⅰ. 硏究槪要

Ⅱ. 台灣經濟의 國際化와 政府의 주요 政策課題
1. 經濟構造의 변화와 국제화
2. 국제화와 서비스業 시장개방
3. 국제화의 주요 政策懸案과 추진상황
4. WTO 加入의 台灣기업 國際化與件에 대한 영향

Ⅲ. 台灣企業의 國際化 추진현황
1. 기업국제화의 일반적 배경과 推移
2. 台灣기업의 해외투자와 국제화 경영
3. 台灣企業의 주요 國際化 戰略行態
4. 中小企業의 競爭與件과 國際化 대응

Ⅳ. 台灣기업의 國際戰略的 제휴현황과 展望
1. 戰略的 제휴의 목적과 추진방향
2. 國際 戰略的 제휴 추진현황
3. 對中投資와 戰略的 제휴
4. 戰略的 제휴의 최근 추세와 전망

Ⅴ. 臺灣기업의 國際化 展望
1. 巨視經濟 측면의 전망
2. 企業經營 측면의 전망

Ⅵ. 台灣기업 國際化의 시사점
1. 정부의 적극적인 기업국제화 지원
2. 변화하는 中小企業의 對外經營戰略
3. 금융의 국제화와 기업국제화 연계
4. 정부 主導下에 국제전략적 제휴 추진
5. 기업의 국제화경영마인드 擴散

Ⅶ. 結語

參考文獻