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China has become a workshop for the world, and manufacturing in the country is increasingly moving beyond labor-intensive, low value-added products. As a result, companies in different industries around the world are facing increasing competition. Taiwan's bicycle industry is a good example. Taiwan's A-Team aims to establish standardization to achieve the functions of an industrial platform in the bicycle industry. Taiwan's A-Team forms an innovation ecosystem through the participation of domestic and foreign complementary companies and suppliers. The companies of Taiwan's A-Team focus on high value-added products in the global bicycle industry by competing and cooperating with each other in the innovation ecosystem. A study of Taiwan's A-Team provides a number of insights into how this goal is achieved.

PurposeThis case aims to examine how Taiwan's bicycle industry has persevered against increasingly severe competitive challenges from Chinese companies. The Taiwan firms have created innovative, high value‐added products and transformed the organization of production through a new version of cooperative competition. The case seeks to show how established producers may counter‐attack when faced with the strong challenges of low‐cost competitors.Design/methodology/approachThe authors, all experts on Taiwanese manufacturing and business processes, examine the characteristics of an integrated, co‐innovative, cooperative supplier network, named the A‐Team.FindingsThe paper finds that, broadly speaking, integrated, co‐innovative supplier networks have two basic features that differentiate them from traditional modular, symbiotic supplier networks. First, whereas traditional supplier systems have emphasized cost control, integrated, co‐innovative supplier networks appear to be more focused on value creation through co‐innovation. Secondly, by adopting a more integrated network structure, such supplier networks appear to have a greater ability to resist imitation.Practical implicationsBased on Taiwan's bicycle industry, there seem to be five basic conditions for establishing a successful integrated, co‐innovative supplier network. There must be: a strong awareness of industry risks and/or prospects; trust among network members; long‐term interactive cooperative relationships; a desire to learn, and extensive communication, including substantial face‐to‐face communication.Originality/valueFor producers faced with the challenge of coping with the threat of low‐cost competition, co‐innovation within an integrated supplier network may be quite helpful. By working to coordinate the innovation efforts of assemblers and suppliers, Taiwan's A‐Team has laid a good foundation. While some initiatives are still in the early stages, as a result of the A‐Team's work to date, A‐team membership has increased and the group has received considerable recognition both at home and abroad.

Replication can be a powerful strategy for firms, but the replication of organizational practices is not easy, and there exists a real tension between replication and adaptation. This paper looks at the sourcing strategies and supplier networks of three Taiwanese machine tool companies in mainland China to understand the conditions under which replication may be more or less likely to occur. In addition, by viewing the cases as examples of the production network internationalization and by considering the issue of convoy migration in such a context, this paper presents a new way of thinking about the internationalization of industrial networks.

We investigate what kind of competitive pressure induces existing firms to engage in more intensive innovation activities. We examine two types of competitive pressure: a price decrease in competitive fringe firms and a quality improvement therein. We use an oligopoly model with vertical differentiation to investigate this question. We show that a decrease in the exogenous price of competitive firms induces the two existent leading firms (one high-quality firm and one mid-quality firm) to engage in quality investments more if the ex ante quality level of the high quality product is large enough; otherwise, only the mid-quality firm engages more in quality investment. We also show that an increase in the exogenous quality level of competitive firms diminishes the incentive of the mid-quality firm to engage in quality investments.