This article is based on a comparative study of the learning strategies of two Singapore Chinese family firms that are incorporated into the same supplier network. As shown in this study, the firms, which work as suppliers in networks that are organized by global technology leading corporations and face state-driven institutional isomorphism on technological upgrading and quality control, have engaged in the learning of technology and management control procedures regardless of firm size, financial capability or industrial position. However, only the larger firm, with greater financial capability and a higher industrial position, has adopted a professional management system. The study provides the author with a base on which to develop propositions and a political-economic explanation that incorporates the roles of the state and foreign capital, the industrial characteristics of small and medium-sized enterprises and the institutional characteristics of Chinese family firms to explicate the learning strategies of these firms.
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