Economic Globalization and it Talent Flows Across the Taiwan Strait: The Taipei/Shanghai/Silicon Valley Triangle

Leng, Tse‐Kang

doi:10.1525/as.2002.42.2.230

Cited by 34 publications

(19 citation statements)

References 5 publications

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“…However, large developing countries can become sites for strategic R&D, even labor qualities are not so high as those in developed countries, as MNCs can bring foreign scientists into the foreign sites. Such global flow of talents from developed countries are facilitated by the numerous returned overseas students originated from these developing countries (Fromhold-Eisebith, 1999, 2002a, 2002bSaxenian, 1999;Hsu and Saxenian, 2000;Leng, 2002). Reddy (1997) and his colleagues (Reddy and Sigurdson, 1997) have clearly demonstrated that developing countries can become locations of strategic R&D facilities from MNCs.…”

Section: I: Double Strategicmentioning

confidence: 99%

Strategic or Tactical? Foreign Research and Development in Developing Countries, a Case Study of China

Sun

2003

Asian Geographer

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This study oflers a new framework of classifying research and development (R&D) at multinational corporations (MNCs): strategic vs. tactical. Strategic R&D facilities are serving not only domestic markets, but also the global markets; they are involved not only in development, but also in original research; they are working not only on short-term projects, but also on projects that are crucial for MNCs' future in the long-term. Mainstream theories have limited possible locations of strategic R&D facilities to developed countries where markets are most demanding and R&D infrastructures are readily available. It has been assumed that MNC R&D facilities in developing countries are only marginally important to their parent companies' iongterm fortune, if such facilities exist at all. It is argued that such a point of view is too simplistic. Large and fast growing developing countries, such as China and India, are becoming increasingly attractive locations for strategic R&D facilities from MNCs, particularly in the new technological fields. In this process, their large and growing market demands are particularly crucial in understanding the existence of strategic R&D in developing countries. The above arguments are examined and supported through detailed examinatioiz of four foreign research labs in Beijing.

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Section: I: Double Strategicmentioning

confidence: 99%

Strategic or Tactical? Foreign Research and Development in Developing Countries, a Case Study of China

Sun

2003

Asian Geographer

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“…With the advent of the online economy and small hightech enterprises, there has been a lack of research into the individuals who start them. Studies on the transnational activities of workers and entrepreneurs within Taiwan's high-tech sector (Chang, 1992;Leng, 2002) have demonstrated that there are highly mobile, international jetsetting technical workers who are central to the longstanding links between Silicon Valley, Taiwan and the flow of venture capital (English-Lueck, Darrah, & Saveri, 2002;Sabel & Saxenian, 2008;Saxenian, 2002). Taiwan's brain drain of highly educated graduates of the 1980s (mainly to the USA) has reverted to a more complex web of mobility and the existence of these 'techies' impact on the different locations they operate in (Saxenian & Hsu, 2001), which are now extending into the PRC.…”

Section: Introductionmentioning

confidence: 99%

The strengths of close ties: Taiwanese online entrepreneurship, gender and intersectionality

Wing-Fai

2015

Information, Communication & Society

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This article examines entrepreneurs who have started innovative Internet and mobile technology companies in Taiwan because they are at the forefront of industrial changes in the country. Similar to findings in Europe and the USA, education and careers in technology in Taiwan remain dominated by men. However, I argue that the gender inequality of the sector is partly the result of the fact that small new enterprises rely on family support and close social networks. Few women are able to join the sector with male friends and colleagues due to the close social ties of the founding teams (homophily).Among my female interviewees, half have started their nascent companies with their husbands and male partners (husband and wife teams). However, gender, family backgrounds and childcare responsibilities affect both men and women, and the interviewees in my study were open in discussing these personal factors in relation to being entrepreneurs. This article argues that starting an Internet company is a family decision, discussed within the household. Intersectionality, not only gender, explains the founders' decision to start a company, and their choice of co-founders.

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“…The social relationships which link foreign professionals to their native land have facilitated the development of links and institutions which specifically underpin the transfer of human capital; that is, knowledge and skills embedded in individuals. A number of studies have documented the flows of highly skilled personnel between China, Taiwan and Silicon Valley in the IT industry, and the institutional supports which facilitate them (Hsu and Saxenian, 2000;Leng, 2002;. Hsu and Saxenian (2000) have analysed the dense social and professional networks which underpin two-way flows of technology, capital, know-how and information between Taiwan and the USA.…”

Section: Social Capital and The Exchange Of Human Capital In Economicmentioning

confidence: 99%

“…Ethnic Chinese associations in the Silicon Valley area serve as a conduit for knowledge and people between the USA, China and other Chinese communities . Leng (2002) in a detailed study of the movement of IT workers between China, Taiwan and the USA, has reported the willingness of Chinese professionals to leave jobs in American companies and return to China for half their US salary. He presents Chinese government statistics which show a rapid increase in the number of overseas students returning to China, while noting that most will not return until they have permanent residence or citizenship status in foreign nations as insurance against adverse political change.…”

Section: Social Capital and The Exchange Of Human Capital In Economicmentioning

confidence: 99%

“…He discusses the complementarity of the skills of Taiwanese managers in marketing, finance and legal services with the abundant engineering skills of mainland China, which lacks relevant business skills. Ethnic Chinese professional associations which Leng (2002) identified as helping to promote this interchange include the Chinese-American Semiconductor Professional Association (CASPA, www.caspa.com). Saxenian (2002) has found evidence that Indian transnational networks have also provided a means for diffusion of knowledge and enhancement of local capabilities.…”

Section: Social Capital and The Exchange Of Human Capital In Economicmentioning

confidence: 99%

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Social and Intellectual Capital Formation in Leading Indian Pharmaceutical Companies

Bower

Sulej

2006

Int. J. Innov. Mgt.

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A number of Indian pharmaceutical firms have achieved high levels of success globally in product and process development. They are competing effectively in the generic pharmaceutical markets of the USA and Europe. They have progressively accumulated process development and manufacturing capabilities which meet the stringent criteria of the US and European Union regulators, and have also acquired drug "discovery" skills to a level which has gained some recognition from major Western pharmaceutical companies. This paper analyses evidence from a range of documentary sources in order to elucidate how two of the leading Indian companies have accumulated the intellectual and social capital which has enabled this degree of innovative success. It finds evidence that environmental factors have opened up opportunities which drew on the firms' early capabilities, while requiring additional skills. In response, these firms have invested in expanding their initial internal competences through a number of routes, including hiring Indian-born, Western-trained scientists and industry executives, membership of an internationally oriented industry association, etc. As their profits and reputations have grown, they have also been able to access external knowledge through Western alliances and acquisitions. It concludes that they have built a broad business and technical knowledge-base and very wide networks, which have been effectively integrated thus far in pursuit of business objectives, but raises the question of whether they should now adopt a more focused approach.

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Economic Globalization and it Talent Flows Across the Taiwan Strait: The Taipei/Shanghai/Silicon Valley Triangle

Cited by 34 publications

References 5 publications

Strategic or Tactical? Foreign Research and Development in Developing Countries, a Case Study of China

Strategic or Tactical? Foreign Research and Development in Developing Countries, a Case Study of China

The strengths of close ties: Taiwanese online entrepreneurship, gender and intersectionality

Social and Intellectual Capital Formation in Leading Indian Pharmaceutical Companies

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