Abstract

Since the permission of indirect investment on the Mainland China, many companies in Taiwan have entered into Mainland markets with very fast pace. These companies, facing upon employees living in a communist environment, with a common perception of "Chi-ta-kao-fan(吃大鍋飯)", have to identify their own specific management skills and survival strategies.
Through a series of field survey and questionnaires survey among Taiwanese, American, and Japanese firms, this study concludes the following results:
1. For those manufacturing firms in Taiwan, Taiwanese enterprises tend to emphasize teamwork and team spirits. American firms tend to have higher risk taking leadership behavior. Japanese firms tend to emphasize manufacturing efficiency strategies. However, these three kinds of firms do not show significant differences on management performance.
2. For those manufacturing firms in Mainland China, Taiwanese firms tend to adopt moderate leadership behaviors. American tend to have higher risking taking leadership behaviors, Japanese firms tend to emphasize manufacturing efficiency strategies and have higher productivity.
3. For Taiwanese, American, and Japanese firms operating in both Taiwan and Mainland China, their selection of competitive strategies tend to be highly related to industrial environments, competitive advantages, corporate culture and management styles. The firm's management performances also tend to be highly related to industrial environment, competitive advantages, corporate culture, management styles, and competitive strategies.