A bullish spirit:
Wang Ming-ko, who is working on a doctorate in the East Asian department of Harvard University, describes Taiwan's society as being like a special breed of bull that is a cross between a common ox and a yak. With the placidity of the ox and the strength of the yak, it can both acclimatize to the high plateau and the low valleys: it is Tibet's most prized kind of bovine. In Taiwan, the earlier mixture of native Taiwanese with mainland Chinese in blood, culture and language, came to produce a new generation with the advantages of both. It is only right that this "bullish spirit" should be used to describe the mix of people there.
Koo Chen-fu, a leading figure in Taiwan's business circles and chairman of the Taiwan Cement Corporation, is representative of the bullish generation. A native of Taiwan, he does not have any parochial coloring about him. His broad and magnanimous personal style has always been respected by native Taiwanese and mainlanders alike. Concerning the phenomenon of the provincial bar in business, he expresses his opinions with a customary breadth of vision: "Perhaps it is because the first generation of entrepreneurs did not have the benefit of a wide education that it is comparatively easy for them to use their individual experiences or subjective preferences as standards by which to select personnel." Such standards could at times be those of provincial identity, sometimes religious belief. But through the process of intermarriage, education and language assimilation, ideas gradually change. At the same time, the views of the second business generation, with their higher and more extensive education, cannot continue to preserve the standards of the older generation.
"Now is the age of using people according to ability, especially now that the government's economic policy is moving towards liberalization and internationalization. Hopefully, domestic enterprises can compete in their industries internationally. They should even absorb personnel from overseas. So can there still be talk of the provincial bar?" asks Koo Chen-fu.
Capital-labor conflicts supplant the provincial problem:
In the Hsinchu Industrial Park, a group of young engineers who have returned from studying in the United States rack their brains before a computer monitor. They are debugging a massive and complicated program.
From their appearance it is impossible to tell whether they are native Taiwanese or descended from mainlanders. International and professional coloring has already concealed their native characteristics. Following the 1970s, many native Taiwanese and second-generation mainlanders, sharing the same expertise and ideals, have come to work together. Information about the provincial identities of managers from Taiwan's leading 100 companies shows that companies which mix people who have different provincial identities in their leadership levels are slowly on the increase: from six percent in 1978, increasing to 12 percent in 1991. Although this cannot be considered to be a rapid increase, it can already testify to the tendency towards integration.
"Before I had been to mainland China, I thought that Taiwan seemed to have a problem of provincialism. But now that I have been to the mainland a few times, I do not talk about the provincial problem anymore. It seems that when native Taiwanese and those who have come to Taiwan from other provinces go to the mainland, they all have the same name--Taiwan compatriots," points out Allen Hsu, Yulon's executive vice president.
Ben Wan thinks that entrepreneurs are mainly practical, foresighted and concerned with efficiency, costs and profits. When many businesses move towards internationalization, they urgently want to integrate into local areas but cannot do it. Going to Guangdong and Hong Kong, they all want to study Cantonese; going to Beijing they want to study the Beijing dialect, so as to facilitate management. In this kind of situation, businesses cannot go back down the road of imposing restrictions on their own people.
"The problem of provincial identity in businesses? I think that now it has already been supplanted by capital-labor conflicts," is the observation of the vice editor-in-chief of Strategic Productivity Monthly. Susan Tsai. Perhaps this is really business's timely conclusion to this old issue.
[Picture Caption]
p.100
Although some large businesses have been labelled as provincial, there is still no way to stop the determination of professionals from outside knocking at the door to get in. (drawing by Tsai Chih-pen)
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The government brought many technicians and businessmen along when it moved to Taiwan, forming a major power behind early industrial and commercial development .(photo courtesy of Yulon Motor Co., Ltd.)
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Foreign businesses come in and domestic ones go overseas. As the business network gets daily more internationalized, the provincial barrier gradually becomes more blurred.
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Native Taiwanese businesses place great emphasis on customary beliefs. It is never forgotten to erect an altar for the Ghost Festival and pay respects to the good brothers of the netherworld.
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The February 28 Incident, remembered in this procession, was instrumental in creating provincial barriers. But efforts by concerned people and government sincerity have now brought consensus on ethnic integration.(photo by Diago Chiu)
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In recent years the property business has been booming with intense competition. It seems that if you want to make sales then you had better be"bilingual", speaking both Mandarin and Taiwanese.
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When most people start up in business they rely on kith and kin for support and struggle along together to conquer the world.
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Having breached the provincial bar, professional ability and relations hips with colleagues have become key factors in the selection of personnel.