The Investment and Disinvestment Strategies of Japanese MNEs in Taiwan: A study of the Transformation of Japanese Subsidiaries from Invisible Resources Theory

It included high power and strict components and material、data communication、software businesses. Those businesses use the style of their subsidiaries and overseas companies proceeding international specialization and aggressively develop in the overseas markets. Liu(1988) designates the differences between before and after 90s’ after his observation about the history of Japanese investment in Taiwan.

Now they are concentrated on semi-conductor such high-technology business. They are more progressive using the manufacture’s advantage of Taiwan and preceding another different layer business revolution. Japanese companies are always known as their long-term view to raise invisible resources which is the point of competitive advantages.

Early investment started accumulating the quality and quantity of invisible resource and deeply infected the effect about Japanese subsidiaries in Taiwan pushing the transformation when they face the environment change. Therefore, observing the dynamic evolution of position of Japanese subsidiaries in Taiwan, and explore the successful key factors of their transformation from their parents companies’ investment strategy in invisible resource, is the major task of this research.