 Strategic entrepreneurship and the growth of the firm: the case of Taiwan's bicycle industryHo-Don Yan () and Mei-Chih Hu Global Business and Economics Review, 2008, vol. 10, issue 1, 11-34 Abstract: Taking advantage of the modular product architecture in the global bicycle industry, Taiwan has created a unique industry organisation that has allowed the island to become a bicycle production powerhouse. We stipulate four characteristics of Taiwan's bicycle industry for this success: parallel networking, abundant entrepreneurial firms, supportive government and close ties with the USA and Japan. In the case study of Giant Bicycle Corporation, we integrate the entrepreneurship perspective with strategic management to explain the wealth creation and the growth of the firm. With strategies on internal organisation reengineering and global deployment, Giant has been able to build up its sustainable competitive advantages. We conclude that entrepreneurship is the key element for the growth of the firm and even a labour-intensive or non-high-technology industry can be selected as a development strategy. Keywords: Taiwan; bicycle industry; strategic management; entrepreneurship; entrepreneurial learning; modularity; competitive advantages; Giant Bicycle Corporation; modular product architecture; parallel networking; government support; wealth creation; firm growth; reengineering; global deployment; economic growth. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:gbusec:v:10:y:2008:i:1:p:11-34 Access Statistics for this article More articles in Global Business and Economics Review from Inderscience Enterprises Ltd |
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