| Summary: | 碩士 === 東吳大學 === 政治學系 === 99 === Many studies have identified the local companies in Taiwan, under the factors of family-owned and being guided by paternalistic leadership, as small, full of fractions, weak in research and development and marketing, and over-diversified. In order to find how such phenomenon influences the business structures and management modes of the local companies in Taiwan, this research, refining the theory of Hamilton and Biggart, investigated this issue from the dynamic perspective on state and institutional process, defined as “state characteristic;” furthermore, it suggested a feasible way of developments for different types of local business in Taiwan. There are three findings in this research:
First, for the local companies of traditional and hi-tech business, the factor state characteristic does cause the differences between them in business structures and management modes. Second, it is pervasive that there is paternalistic leadership in the local companies of traditional business, and family networks are the essential of those companies; in contrast, those of hi-tech business tend to delegate decision power to managers and to be filled with the guanxi networks of “former classmates” or “former colleagues.” Third, in order to get the resources for their growth, the companies of traditional business have to build and maintain good relationship with the political bureaucracy of Taiwan government; however, those of hi-tech business need to develop good relationship with other enterprise entities to enhance their competitiveness. Finally, constrained by Taiwan economic policy, the local companies of traditional business have to reduce their risks by copying exist technologies; on the other hand, those of hi-tech business lower risks by developing their brand values to open oversea markets, which is achieved by the networks of the external technology experts.
On the basis of those research findings, this research has the following suggestions. First, Taiwan government should build technology bureaucracy to assist the local companies of traditional business in Taiwan to develop large-scale systematic business structures and advanced technologies; on the other hand, as to those of hi-tech companies, they can reduce their risks by recruiting technology experts through the “technology expert societies,” which are the alliances between them and other companies.
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