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Table of Contents
Acknowledgement; Contents; List of Figures; List of Tables; Chapter 1: The US Firms ́Business Competence in the Taiwanese IT Industry; 1.1 Aims and Objectives of the Research; 1.2 Structure; 1.3 Contemporary Literature; 1.3.1 Introduction; 1.3.2 Organisational Strategy and Structure; 1.3.2.1 Defining Organisational Strategy and Structure; 1.3.2.2 Functional Unit Strategy and Structure; 1.3.2.3 Strategy and Structure Fit; 1.3.3 Strategy and Structure: Global Integration and Local Responsiveness; 1.3.3.1 Global Integration and Local Responsiveness at MNE Level.
1.3.3.2 Global Integration and Local Responsiveness at Subsidiary Level: Foreign Subsidiary Strategic Typologies1.3.4 Strategy Change in Foreign Subsidiaries and Determinants of Strategy Change; 1.3.4.1 Strategy Change in Foreign Subsidiaries; 1.3.4.2 Determinants of Strategy Change; 1.3.5 Evolution of MNE Strategy and Value Chain Activities in Developing Countries; 1.3.6 Conclusion; 1.4 Methodology; 1.4.1 Introduction; 1.4.2 Methodologies Applied in MNE and Subsidiary Studies; 1.4.3 Research on Case Study; 1.4.4 Case Selection; 1.4.5 Data Collection; 1.4.6 Measures Used; 1.4.7 Data Analysis.
1.4.8 ConclusionChapter 2: Taiwanś Industrial Development, Foreign Investment and IT Industry; 2.1 Introduction; 2.2 Taiwanś Industrial Development; 2.3 Foreign Direct Investment in Taiwan; 2.4 Taiwanś IT Industry; 2.5 The Companies Cases; 2.6 Value Chain Activities of US IT MNEs in Taiwanś IT Industry; 2.7 Conclusion; Chapter 3: The Strategy Formulation and Change of Foreign Subsidiaries and Their Functional Units; 3.1 Introduction; 3.2 The First Research Question: A Restatement; 3.2.1 Extending the Integration-Responsiveness Framework to the Functional Unit.
3.2.2 Different Types of Subsidiary Strategy and the Role of Their Functional Units3.2.3 Strategic Shift of Foreign Subsidiaries and the Role of Functional Units; 3.3 Identifying the Strategy of Foreign Subsidiaries and Their Functional Units; 3.3.1 Strategy of 16 US-Owned Subsidiaries in Taiwanś IT Industry, 2007; 3.3.1.1 Characteristics of Each Group; 3.3.2 The Roles of Functional Units in Different Subsidiary Strategy Types, 2007; 3.4 Strategy Change in Foreign Subsidiaries and Functional Units; 3.4.1 Strategy Change in Foreign Subsidiaries, 1997-2007.
3.4.2 The Roles of Functional Units in Different Subsidiary Strategy Types, 19973.4.3 Strategy Changes in Subsidiaries and Functional Units, 1997-2007; 3.5 Relating Strategy Stability and Shift in Foreign Subsidiaries to the Role of Functional Units; 3.5.1 Strategy Stability; 3.5.2 Strategy Shifts; 3.6 Conclusion; Chapter 4: The Determinants of Strategy Formulation and Change in Foreign Subsidiaries and Their Functional Units; 4.1 Introduction; 4.2 The Second Research Question: A Restatement; 4.3 The Determinants of Strategy Formulation and Change; 4.3.1 Subsidiary Factors.
1.3.3.2 Global Integration and Local Responsiveness at Subsidiary Level: Foreign Subsidiary Strategic Typologies1.3.4 Strategy Change in Foreign Subsidiaries and Determinants of Strategy Change; 1.3.4.1 Strategy Change in Foreign Subsidiaries; 1.3.4.2 Determinants of Strategy Change; 1.3.5 Evolution of MNE Strategy and Value Chain Activities in Developing Countries; 1.3.6 Conclusion; 1.4 Methodology; 1.4.1 Introduction; 1.4.2 Methodologies Applied in MNE and Subsidiary Studies; 1.4.3 Research on Case Study; 1.4.4 Case Selection; 1.4.5 Data Collection; 1.4.6 Measures Used; 1.4.7 Data Analysis.
1.4.8 ConclusionChapter 2: Taiwanś Industrial Development, Foreign Investment and IT Industry; 2.1 Introduction; 2.2 Taiwanś Industrial Development; 2.3 Foreign Direct Investment in Taiwan; 2.4 Taiwanś IT Industry; 2.5 The Companies Cases; 2.6 Value Chain Activities of US IT MNEs in Taiwanś IT Industry; 2.7 Conclusion; Chapter 3: The Strategy Formulation and Change of Foreign Subsidiaries and Their Functional Units; 3.1 Introduction; 3.2 The First Research Question: A Restatement; 3.2.1 Extending the Integration-Responsiveness Framework to the Functional Unit.
3.2.2 Different Types of Subsidiary Strategy and the Role of Their Functional Units3.2.3 Strategic Shift of Foreign Subsidiaries and the Role of Functional Units; 3.3 Identifying the Strategy of Foreign Subsidiaries and Their Functional Units; 3.3.1 Strategy of 16 US-Owned Subsidiaries in Taiwanś IT Industry, 2007; 3.3.1.1 Characteristics of Each Group; 3.3.2 The Roles of Functional Units in Different Subsidiary Strategy Types, 2007; 3.4 Strategy Change in Foreign Subsidiaries and Functional Units; 3.4.1 Strategy Change in Foreign Subsidiaries, 1997-2007.
3.4.2 The Roles of Functional Units in Different Subsidiary Strategy Types, 19973.4.3 Strategy Changes in Subsidiaries and Functional Units, 1997-2007; 3.5 Relating Strategy Stability and Shift in Foreign Subsidiaries to the Role of Functional Units; 3.5.1 Strategy Stability; 3.5.2 Strategy Shifts; 3.6 Conclusion; Chapter 4: The Determinants of Strategy Formulation and Change in Foreign Subsidiaries and Their Functional Units; 4.1 Introduction; 4.2 The Second Research Question: A Restatement; 4.3 The Determinants of Strategy Formulation and Change; 4.3.1 Subsidiary Factors.