An Analysis of Competitive Strategy for Taiwan’s Aerospace Industry
Volume 2, Issue 2, April 2013, Pages: 48-52
Received: Mar. 19, 2013;
Published: Apr. 2, 2013
Views 2647 Downloads 130
Shu-Chen Chang, Department of Business Administration, National Formosa University
Guan-Yuan Lai, Graduate Institute of Business and Management, National Formosa University
Follow on us
Previous studies related Taiwan’s aerospace industry mainly focus on technical research and development, production and information management, and partnerships. However, these studies lack to investigate competitive strategy of Taiwan’s aerospace industry using industrial organization theory. The main goal of this study is to investigate the current situation of the Taiwan’s aerospace industry. This study uses the threestage least square method to estimate the relationship among the market structure, behavior and performance. The empirical results show that market share has significant and positive effect on businessperformance in the whole aerospace industry. R&D investment ratio, the elasticity of capital use, the scale of domestic market, and the profit ratio have significant and positive impacts on the market share. In addition, the increases in profit ratio and human resources, as well as the electronic commerce could improve the capability of industrial R&D.
Competitive Strategy; Industrial Organization Approach; Three-Stage Least Squares
To cite this article
An Analysis of Competitive Strategy for Taiwan’s Aerospace Industry, Social Sciences.
Vol. 2, No. 2,
2013, pp. 48-52.
Chang, Y.P. (2002), To Explore A Third-Party Logistics Business Model of Aerospace Industry in Taiwan, pp. 1-149.
Liaw, C.S. (1999), The Study for the Co-Existenance and Optimal Strategies Alliance between Each Aircraft Manu-facturing Vendors in Taiwan, pp. 1-22.
Weng, T.K. (2001), The Competitive Advantage Analysis of Aviation Industry in Taiwan, pp. 1-111.
Wu, C.J. (2003), The Facilitating Factors of Adopting the Supply Chain Management Practices in Taiwanese Aviation Industry, pp.1-88.