2016 Volume 8 Issue 2 Pages 123-139
Many of Taiwan's SMEs ties with the local economy in the course of its growth and development, there is a history that has been formed in the industry cluster. On the basis of speed and production efficiency strength such as the competitive advantage of the component transactions that the industrial cluster is created, it is to have supported the improvement of the export competitiveness of Taiwan's SMEs. However, since the mid-1990s, in order to many of Taiwan small and mediumsized enterprises seek the advantage cost of the labor force, has been promoting the China transfer to the factory. This was while weakening the competitive advantage of industry clusters have been formed mainly by SMEs' factories. In addition to it, is progressing is the rise of the local supply chain to China local companies were formed, also had caused deterioration of export competitiveness of Taiwan SMEs. In order to break through the predicament, since 2000, promoting Taiwan SMEs tackle to build enterprise cooperation strategy and corporate alliances organizations, spread movement that tries to establish a new competitive advantage by differentiation of the market target or production quality.
The purpose of this paper is to approach the process of cooperation strategy of Taiwan SMEs to promote the sustainability of industrial clusters, thereby is to show the direction of a solution that can overcome the problem of lowering export competitiveness of Taiwan's SMEs. This study was conducted three case studies of Taiwan industrial cluster using a diamond model theory. The finding of the case studies can be summarized in the following four points.
The first is that the cooperation organization efforts were able to build further more complementary production division of labor evolved the trading relationship between the local small and mediumsized enterprises. The second point is, management achievement of the cooperation organization such as ‘the value of the product, quality, improvement of brand image’, ‘collaborative learning of creating an environment’ and ‘move away from price competition’, not only is shared between the organization members, but also to the local government agencies, academic institutions and other SMEs. The third point is that the management of the regional core companies was aware of the key person role, is to try to enforce a trust basis for the company members of alliance organizations. The fourth point is, SMEs cooperation organizations were hosting a number of activities, to build an environment of ‘learning and competition visible’, and enhance learning motivation in R&D, production, sales activities of the SMEs' value chai
