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AN EMPIRICAL ANALYSIS OF THE STRATEGIC MANAGEMENT OF COMPETITIVE ADVANTAGE: A CASE STUDY OF HIGHER TECHNICAL AND VOCATIONAL EDUCATION IN TAIWAN
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Institutions of higher technical and vocational education (hereafter HTVE) in Taiwan
face the pressures of a reduced number of students and competition for students from an
increased number of domestic and international institutions. To cope with these
challenges, HTVE institutions that are better equipped to respond to market
requirements, and are prepared to make constant improvements in the efficiency and
performance of their academic and administrative affairs, are expected to attain a
competitive advantage and enhance their long-term sustainability.
In this research, a model of competitive advantage for HTVE institutions in Taiwan is
developed and tested. The model integrates theories of strategy and competitive
advantage, namely industrial organization theory, resource-based view theory, and
Miles and Snow’s (1978) typology of strategy. Within this framework, research was
conducted to: (i) identify the elements and indicators of competitive advantage as they
apply specifically to HTVE institutions; (ii) analyze the types of strategies undertaken
by HTVE institutions to best fit with their internal and external environments; (iii)
ascertain the major factors of external industry structure, internal resources, and
institutional performance; and (iv) examine the relationships between external industry
structure, internal resources, and strategy types with institutional performance in the
context of Taiwan’s HTVE.
As a result of this research, it is concluded that integration of the resource-based view
theory and Miles and Snow’s (1978) typology of strategy provides a useful framework
in which to comprehensively and systematically analyze an industry sector in relation to
competitive advantage. This study highlights that an effective competitive strategy for
HTVE institutions in Taiwan depends on the match between the state of the
environment surrounding the HTVE institutions and their use of resources. The results
have implications for government policy-makers attempting to oversee the quality of
HTVE in Taiwan, and for senior managers of HTVE institutions aiming to achieve
competitive advantage and sustainability. A series of actions can be taken, including
establishing market-exit mechanisms, advocating strategic alliances and partnerships
between institutions, co-operating with foreign institutions of higher education,
advocating industry-academia collaborations, and ensuring curriculum design in
compliance with industry requirements.
HSUN-I HUANG - Personal Name
NONE
AN EMPIRICAL ANALYSIS OF THE STRATEGIC MANAGEMENT OF COMPETITIVE ADVANTAGE: A CASE STUDY OF HIGHER TECHNICAL AND VOCATIONAL EDUCATION IN TAIWAN
Management
English
2012
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