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• Supplement | HBS Case Collection | November 2019

  Taiwan Semiconductor Manufacturing Company Limited: A Global Company’s China Strategy (B)

  William C. Kirby, Billy Chan and Dawn H. Lau

  After the legendary founder of Taiwan Semiconductor Manufacturing Company (TSMC) retired, the new chairman had to grapple with fresh challenges related to its China market. A recently opened factory in China had to find ways to reverse its financial loss and meet its full capacity; one of its major Chinese customers was facing sanctions by the U.S. government; China was investing billions of dollars in building its own powerhouse to compete in semiconductor production. The transition from 4G to 5G technology in the telecommunication industry, and the U.S.-China trade war also added to the uncertainties facing TSMC. What had changed in the competitive landscape for TSMC, and how should it respond to the changes? What were the options for the company in doing business with China, when the country had become both a customer and a competitor?

  Keywords: cross-cultural; foreign investment; government; Business and Government Relations; Globalization; Change Management; Customer Relationship Management; Innovation Strategy; Global Strategy; Leadership; Semiconductor Industry; Taiwan; China;

  Citation:

  Kirby, William C., Billy Chan, and Dawn H. Lau. "Taiwan Semiconductor Manufacturing Company Limited: A Global Company’s China Strategy (B)." Harvard Business School Supplement 320-045, November 2019.  View Details

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• Case | HBS Case Collection | June 2016 (Revised November 2019)

  University of Hong Kong: Bridging East and West

  William C. Kirby, Joycelyn W. Eby, John P. McHugh, William C. Kirby, Joycelyn W. Eby and John P. McHugh

  In the early 20th century, the University of Hong Kong (HKU) was established in order to serve as a bridge between mainland China and the British Empire. As an elite institution in the 21st century, HKU continued its role as a bridge, connecting mainland China, Hong Kong, and the world, but in a very different global context. President Peter Mathieson believed that HKU still had an important role to play but knew that HKU needed to adapt to China's growing global presence and the increasing influence of mainland Chinese universities. Mathieson needed to break through institutional complacency and unite HKU's oft-divided students, faculty, and administration behind a plan that would allow HKU to thrive in a landscape in which it competed not only with other institutions in Hong Kong, but also with the increasingly strong key universities in China as well as with leading institutions around the world. Would HKU be able to maintain its position as a top institution linking East and West in an increasingly connected and complex global society?

  Keywords: university administration; university curriculum; university faculty; Higher Education; Curriculum and Courses; Education Industry; Hong Kong; China;

  Citation:

  Kirby, William C., Joycelyn W. Eby, and John P. McHugh. "University of Hong Kong: Bridging East and West." Harvard Business School Case 316-068, June 2016. (Revised November 2019.)  View Details

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• Case | HBS Case Collection | June 2016 (Revised November 2019)

  University of Hong Kong: Bridging East and West

  William C. Kirby, Joycelyn W. Eby, John P. McHugh, William C. Kirby, Joycelyn W. Eby and John P. McHugh

  In the early 20th century, the University of Hong Kong (HKU) was established in order to serve as a bridge between mainland China and the British Empire. As an elite institution in the 21st century, HKU continued its role as a bridge, connecting mainland China, Hong Kong, and the world, but in a very different global context. President Peter Mathieson believed that HKU still had an important role to play but knew that HKU needed to adapt to China's growing global presence and the increasing influence of mainland Chinese universities. Mathieson needed to break through institutional complacency and unite HKU's oft-divided students, faculty, and administration behind a plan that would allow HKU to thrive in a landscape in which it competed not only with other institutions in Hong Kong, but also with the increasingly strong key universities in China as well as with leading institutions around the world. Would HKU be able to maintain its position as a top institution linking East and West in an increasingly connected and complex global society?

  Keywords: university administration; university curriculum; university faculty; Higher Education; Curriculum and Courses; Education Industry; Hong Kong; China;

  Citation:

  Kirby, William C., Joycelyn W. Eby, and John P. McHugh. "University of Hong Kong: Bridging East and West." Harvard Business School Case 316-068, June 2016. (Revised November 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related