| dc.description.abstract | In recent years, the global economic landscape has undergone significant transformations. Factors such as trade wars, pandemics, and evolving external conditions have disrupted the conventional economic models that small and medium-sized enterprises (SMEs) once relied upon. This situation is particularly pronounced in Taiwan, where numerous traditional plastic manufacturers face critical decisions due to the ESG (Environmental, Social, and Governance) wave. Additionally, as Taiwan grapples with the transition from decades of economic development, the critical handover of leadership from one generation to the next has become a matter of national security concern.
Taiwan’s export-oriented economic model has fostered several hidden champions, yet traditional SMEs are poised to encounter sustained challenges from global competitors who leverage low-cost advantages and trade barriers. As environmental regulations worldwide become increasingly stringent and large corporations prioritize sustainable procurement standards, Taiwanese SMEs cannot remain indifferent. Adaptation to new trends is essential. However, as SMEs mature, organizational expansion often leads to hierarchical management structures. Silos emerge between departments, hindering collaboration and stifling innovation. The resulting atmosphere makes talent development difficult, especially among the younger workforce lacking clear developmental frameworks. Many employees hesitate to assume additional responsibilities and enhance their capabilities, creating a talent gap that affects overall company growth.
In light of the uncertain challenges ahead, this study focuses on a case involving a traditional small and medium-sized plastic manufacturer. The writer involved is the second generation in the family business, where the father serves as the founder and general manager. Drawing from the Central University EMBA program and emphasizing the concepts of “hidden champions” and “hidden champions 2.0,” the research explores key factors for sustainable development in Taiwan’s SMEs within the context of the new economy. These factors include innovation, circular economy practices, and effective succession planning. The study aims to develop a strategic roadmap for the case company and serve as a blueprint for its sustainable future. | en_US |