Placing the Networks on the Web: Challenges and Opportunities for Managing in Developing Asia

Placing the networks on the Web poses a fundamental challenge, but also provides new opportunities for managing in Developing Asia. There is a huge efficiency gap between the region's manufacturing systems and the management of complementary, knowledge-intensive support services. The challenge is to reduce this gap as quickly as possible by embracing the Internet as a core business function, despite a weak base of accumulated knowledge of how to manage IT-based information systems. Asian companies, even the best, lag substantially behind their American and European counterparts. There is a potential vicious circle that needs to be broken: a belated transition to IT-based information systems has prevented the accumulation of knowledge, through trial-and-error, of how to design and implement an appropriate IT organization that reflects the peculiar strengths and weaknesses of diverse Asian management systems. Limited resources prevent any attempt to address these problems in a big leap forward. This implies that in-house efforts need to be supplemented with outsourcing of IT services. There is also a need for strategic partnering with major suppliers of Internet software and networking equipment. The opportunity is that the Internet provides almost unlimited opportunities for the outsourcing of mission-critical support services, such as ERP (enterprise resource planning), HRM (human resource management). Furthermore, fierce competition among major producers of Internet software and networking equipment has created a buyers' market - placing Asian firms in a reasonably strong bargaining position. These developments are generally not well covered by existing studies, which are primarily focused on developments in the U.S. and Europe. The paper tries to fill this gap, and explores how placing global production networks on the Web affects managing in Developing Asia. A conceptual framework is introduced in parts 1 to 3. That framework is then applied to one of the role models of managing in Asia, Taiwan's Acer Group. Part 1 introduces a taxonomy of expected benefits from Internet-enabled transformations of business organization. In part 2, we argue that the real issue is to analyze how the Internet reshapes the organization of global production networks. In part3, we access conflicting claims on how an increased use of the Internet to manage global production networks affects international knowledge diffusion. In part 4, the example of Taiwan's Acer Group is used to describe the challenge for Asian firms to embrace the Internet as a key management function. And in part 5, we ask what Acer's experience tells us about Developing Asia's opportunities.

Trade integration as a way forward for the Arab world : a regional agenda

The current political turmoil for more open and participative societies in many Arab countries coupled with the emergence of new growth poles around the world could create the conditions for a big push toward greater regional and global trade integration of the Arab world. Further integrating Arab countries among themselves and opening up the region to the rest of the world are two complementary avenues to improve market access, promote behind-the-border regulatory reforms, facilitate cooperation on regional public goods, foster the emergence of an"Arab factory"through regional supply chains and productions networks, and eventually create the conditions for more and better paid jobs for the growing Arab workforce. A more ambitious trade agenda in the context of the Pan-Arab Free Trade Area would be a good place to start. Although difficult and challenging, and requiring a good dosage of flexibility and variable geometry, such an agenda would consist of (1) completing the free movement of goods within the Pan-Arab Free Trade Area, notably through the elimination of unnecessary non-tariff barriers; (2) implementing a regional initiative to liberalize services trade, including identifying a number of pilot service sectors for early regional liberalization; and (3) strengthening the rules and discipline applicable to regional trade and other policies of common interest.Free Trade,Trade Law,Emerging Markets,Trade and Regional Integration,Trade Policy

Research on Business Model of Self-operated Import E-commerce Based on Value Network ——A Case Study of KAOLA.COM

From the perspective of value network, the paper takes KAOLA.COM as an example to analyze the business model of self-operated cross-border e-commerce. It tries to propose a research framework including value proposition, value creation, value realization and value support based on the summary of relevant theory. The paper analyses the development status and the value business model of KAOLA.COM，and puts forward some advices optimizing the value network of China's self-operated cross-border e-commerce，it includes : (1)segment customer , combining online and offline.(2) control the genuine strictly, strengthening the supply chain management.(3) expand the category, achieving the third party income.(4) improve customer relationship, accelerating layout of overseas warehouse. The purpose of the research is to provide reference for optimization and development of self-operated cross-border e-commerce. Keywords: Value network; Self – operated cross-border e-commerce; Business model; KAOLA.COM

What Permits Small Firms to Compete in High-Tech Industries? Inter-Organizational Knowledge Creation in the Taiwanese Computer Industry

This paper addresses a puzzle related to firm size and competition. Since Stephen Hymer´s pioneering contribution (Hymer, 1960/1976), theories of the firm implicitly assume that only large, diversified multinational enterprises can compete in industries that combine high capital intensity, high knowledge-intensity and a high degree of internationalization. Small firms, by definition, have limited resources and capabilities and are unlikely to possess substantial ownership advantages. They also have a limited capacity to influence and shape the development of markets, market structure and technological change. One would thus expect that they are ill-equipped to compete in a knowledge-intensive industry that is highly globalized. Taiwan’s experience in the computer industry tells a different story: despite the dominance of small- and medium-sized enterprises (SMEs), Taiwan successfully competes in the international market for PC-related products, key components and knowledge-intensive services. The paper inquires into how this was possible. It is argued that organizational innovations related to the creation of knowledge are of critical importance. Taiwanese computer firms were able to develop their own distinctive approach: due to their initially very narrow knowledge base, access to external sources of knowledge has been an essential prerequisite for their knowledge creation. Such “inter-organizational knowledge creation” (Nonaka and Takeuchi, 1995) was facilitated by two factors: active, yet selective and continuously adjusted industrial development policies; and a variety of linkages with large Taiwanese business groups, foreign sales and manufacturing affiliates and an early participation in international production networks established by foreign electronics companies. A novel contribution of this paper is its focus on inter-organizational knowledge creation. I first describe Taiwan´s achievements in the computer industry. The dominance of SMEs and their role as a source of flexibility is documented in part II. Part III describes some policy innovations that have shaped the process of knowledge creation. The rest of the paper inquires how inter-organizational knowledge creation has benefited from a variety of linkages with large domestic and foreign firms; I also address some industrial upgrading requirements that result from this peculiar type of knowledge creation.knowledge creation; learning; small firms; networks; firm strategy; industrial policies;