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Survival strategy of OEM companies: a case study of the Chinese toy industry

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dc.contributor.authorChen, Dezhi
dc.contributor.authorWei, William Xiaojun
dc.contributor.authorHu, Daiping
dc.contributor.authorMuralidharan, Etayankara
dc.date.accessioned2017-01-04
dc.date.accessioned2022-05-28T00:36:30Z
dc.date.available2022-05-28T00:36:30Z
dc.date.issued2016
dc.description.abstractAlthough there have been many discussions on the status and development of original equipment manufacturers (OEMs), theory on how they survive is minimal. Little is known about how OEMs survive and upgrade to other business models, such as original design manufacturers (ODMs) and original brand manufacturers (OBMs), in emerging economies. The purpose of this paper is to extend the theory on the survival path of OEMs from the perspective of emerging countries by examining how OEMs survive cost pressures and upgrade to ODMs or OBMs.
dc.identifier.citationChen, Dezhi, William Wei, Daiping Hu, and Etayankara Muralidharan. "Survival strategy of OEM companies: a case study of the Chinese toy industry." International Journal of Operations & Production Management 36, no. 9 (2016): 1065-1088. doi:10.1108/IJOPM-04-2015-0212.
dc.identifier.doihttps://doi.org/10.1108/IJOPM-04-2015-0212
dc.identifier.urihttps://hdl.handle.net/20.500.14078/662
dc.languageEnglish
dc.language.isoen
dc.rightsAll Rights Reserved
dc.subjectoutsourcing
dc.subjectoperations strategy
dc.subjectcase study
dc.titleSurvival strategy of OEM companies: a case study of the Chinese toy industryen
dc.typeArticle Post-Print

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