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Researchers continue to seek understanding of industrialization as a state managed process. How to create and implement new industries based on advanced knowledge is on the policy agenda of many advanced nations. Measures that promote these developments include national capacity building in science and technology, the formation of technology transfer systems, and the establishment of industrial clusters. What these templates often overlook is an analysis of use. This chapter aims to increase the understanding of the processes that embed new solutions in structures from an industrial network perspective. The chapter describes an empirical study of high-technology industrialization in Taiwan that the researcher conducts to this end. The study shows that the Taiwanese industrial model is oversimplified and omits several important factors in the development of new industries. This study bases its findings on the notions that resource combination occurs in different time and space, the new always builds on existing resource structures, and the users are important as active participants in development processes.

From 2002 to 2005, Taiwan's ODMs concentrated on PCs and consumer electronics. Even though they lacked any well‐known brand names, they managed to develop an outstanding 34 percent compound annual growth. The purpose of this study is providing a viewpoint of SMEs competitive strategy from Taiwan's ODM industry.

In this article, we first examine the SMEs Transition of ODMs in Taiwan, highlighting the challenges executive face between Taiwan and Mainland China for better competitive strategy. Next, we introduce some of the ODM strategies using the innovative division of labor from the SEM in Taiwan and describe how they can play a role in overcoming the challenge in the global market.

In the traditional closed business models, the operating efficiency of the ODM industry has been impacted by both the rise of innovative R&D costs and shortening of the revenue period. The new open business model (OBM) strategy can overcome the shortcomings of costly R&D in the traditional business models. The case study in this paper shows that there are four new profit sources in the OBM using the innovative division of labor.

The study is the first to shed light on the role of the OBM using the innovative division of labor for the SMEs. The findings may have noteworthy implications for the SMEs. From this article, managers may gain insights into the innovative division of labor for the SMEs ways to integrate these insights into their managing.

Robots for assembly and machine loading are being developed in Taiwan, as automation becomes a priority.

Explores how leadership affects the job characteristics of R&D professionals in Taiwan by incorporating personal traits as the covariables. Defines leadership as the interaction of the directive and supportive styles, with directive emphasizing actions for getting the jobs done, and supportive focusing on doing favours for enhancing creativity. Data were collected from three major types of R&D organization – the government, the private, and the military, in Taiwan. The consistently overall effect of the supportive leadership on the job characteristics model across different types of organization in the test is evidence of the importance of the supervisory role in enriching the R&D jobs. Interprets differences between organizations in terms of their backgrounds and management practices. Discusses the implications of the findings for strengthening the effectiveness of leadership in managing R&D professionals. Though the study was based on R&D professionals in Taiwan, the conclusions should offer a perspective for their counterparts in an industrialized country.