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首页> 外文期刊>International entrepreneurship and management journal >From original equipment manufacturing to branding: entrepreneurship, strategic leadership, and Taiwan's firm transformation
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From original equipment manufacturing to branding: entrepreneurship, strategic leadership, and Taiwan's firm transformation

机译：从原始设备制造到品牌推广：企业家精神，战略领导力和台湾公司转型

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摘要

This paper investigates firm transformation from original equipment manufacturing (OEM) to original brand manufacturing (OBM) based on variant experiences of Taiwan's top global brands. Taking the competitive advantage of practicing OEM for multinational corporations (MNCs), latecomer firms can generate capital and accumulate capabilities by engaging with the global production network. Rarely does every firm transform into a global enterprise. We propose that only entrepreneurs with strategic leadership competence, which serves to manage a delicate balance between stability and change in a firm, are capable to facilitate firm transformation from OEM to a global enterprise practicing OBM. We provide an analytical framework that combines the research fields of entrepreneurship, strategic management, and leadership to analyze firm growth and firm transformation of Taiwanese firms. In light of possible branding dilemma when straddling dual-track businesses, successful transforming firms can alleviate this problem either by separating their OBM units from their OEM units or by creating a symbiotic relationship with their MNC customers. How Taiwanese firms first took advantage of initiating OEM to create capital and capabilities and later transformed into OBM provide useful experiences for other latecomer firms.
机译：本文根据台湾顶级全球品牌的不同经验，研究了从原始设备制造（OEM）到原始品牌制造（OBM）的公司转型。利用为跨国公司（MNC）进行OEM的竞争优势，后发企业可以通过与全球生产网络合作来产生资本并积累能力。每个公司很少都会转型为全球企业。我们建议，只有具有战略领导能力的企业家能够在公司的稳定与变革之间实现微妙的平衡，才能够促进公司从OEM转型为实行OBM的全球企业。我们提供了一个分析框架，结合了企业家精神，战略管理和领导力等研究领域，以分析台湾公司的企业成长和企业转型。鉴于跨双轨业务可能存在品牌困境，成功的转型公司可以通过将OBM部门与OEM部门分离或与MNC客户建立共生关系来缓解此问题。台湾公司如何首先利用发起OEM来创造资本和能力，然后转变为OBM的方式为其他后来者提供了有益的经验。

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