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Factor-matching as the key to global...

Li, Ping.

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Factor-matching as the key to global competition: The case of computer firms in Korea and Taiwan.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Factor-matching as the key to global competition: The case of computer firms in Korea and Taiwan./
作者:	Li, Ping.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 1991,
面頁冊數:	435 p.
附註:	Source: Dissertation Abstracts International, Volume: 53-01, Section: A, page: 2190.
Contained By:	Dissertation Abstracts International53-01A.
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9216233

Factor-matching as the key to global competition: The case of computer firms in Korea and Taiwan.
Li, Ping.

Factor-matching as the key to global competition: The case of computer firms in Korea and Taiwan. - Ann Arbor : ProQuest Dissertations & Theses, 1991 - 435 p.

Source: Dissertation Abstracts International, Volume: 53-01, Section: A, page: 2190.

Thesis (Ph.D.)--The George Washington University, 1991.

This study examines the relationship between strategy and performance among the indigenous computer firms from South Korea and Taiwan within a comprehensive framework which not only advocates strategy as a dynamic factor-match between competitive context external to the firms and resource profile internal to them but also proposes an interactive measure to evaluate strategy content. By enhancing operationalization and conceptualization as well as extending the empirical analysis to NIEs, this study attempts to narrow the gaps between research outlooks of various fields and between different perspectives by academia and practitioners for better understanding of global strategic management.Subjects--Topical Terms:

516664
Management.

Factor-matching as the key to global competition: The case of computer firms in Korea and Taiwan.
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245 1 0 $a Factor-matching as the key to global competition: The case of computer firms in Korea and Taiwan.
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300 $a 435 p.
500 $a Source: Dissertation Abstracts International, Volume: 53-01, Section: A, page: 2190.
500 $a Advocate: William Gaynor Wells, Jr.
502 $a Thesis (Ph.D.)--The George Washington University, 1991.
520 $a This study examines the relationship between strategy and performance among the indigenous computer firms from South Korea and Taiwan within a comprehensive framework which not only advocates strategy as a dynamic factor-match between competitive context external to the firms and resource profile internal to them but also proposes an interactive measure to evaluate strategy content. By enhancing operationalization and conceptualization as well as extending the empirical analysis to NIEs, this study attempts to narrow the gaps between research outlooks of various fields and between different perspectives by academia and practitioners for better understanding of global strategic management.
520 $a Firm-specific strategies are found to be related to the external context and internal profile. Impacts of the external context--defined by world-generic, industry-specific and nation-specific competitive forces--on strategy are illustrated by the external success factors and measured by external compatibility that dictates the strategy's general structure. Impacts of the internal profile--defined by tangible assets and corporate culture--on strategy are illustrated by the internal success factors and measured by internal compatibility that dictates the strategy's specific features. The key to global strategy, whose content is composed of goal, thrust, posture and mode, is a match between the external and internal factors on a global scale for a sustainable superior performance in the global market place.
520 $a Due to the similarities and differences in the external context and internal profile, indigenous computer firms in South Korea and Taiwan share some characteristics but differ in many others regarding their global strategies. One focus of this study is on the differences in the strategy content that distinguish Korean and Taiwanese computer firms into two strategic groupings. The Taiwanese tend to emphasize differentiation with operational flexibility and market niches, whereas the Koreans tend to focus on cost with large scale and vertical integration. A linkage between strategy and performance can be established. Finally, managerial implications of the above findings are discussed and areas of further research also recommended.
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