Abstract

The document seeks to follow up on companies, entrepreneurs and States, on the issue of strategy and entrepreneurship. For this, two parts are taken, “Companies and take-off strategies typical of central and southeast Asia, before the pandemic”, there are unicorn companies, ventures, new versions of organizations before COVID, period from 2012 to 2019. The cases to be studied come from companies, States, organizations, which are located in the center, such as in Southeast Asia: the Republic of India and the People’s Republic of China. It also takes the leading countries of Southeast Asia, led by Japan, first-generation of the Asian Tigers, Singapore, South Korea, Republic of China Taiwan (ROC); second generation, Thailand, Indonesia, Vietnam, among others. Then, strategic cases are described, analyzed, and sought, in the period 2021-2022, the same countries of Central Asia, plus Japan, the first-generation Tigers, all those previously analyzed, plus Hong Kong and the Second generation, all the analyzed in the previous period, plus Malaysia and Cambodia (OJEDA F. A., 2014). Sectors associated public policies, business strategies, exact cases of companies are observed, for each country, before and after the pandemic until today, 2022. With this research scheme, the reader establishes a “road map” of the companies, which has been generated from a highly volatile international environment, but with great opportunities. It is also an attempt to show a business “catalogue of practices” from these countries, which can be an example for Western organizations, in times of global crisis and international price volatility, especially affecting the value chains of food commodities, energy and basic electronic supplies.

Keywords: Southeast Asia, Central Asia, pandemic, post-pandemic, company, entrepreneurship, unicorn companies, Innovation.

JEL Classification: L26.

Cite as: Castro, F.A.O. (2022). The Asian entrepreneurship core in COVID-19 period: value chains, specialized education, massive participation of women and strategic accompaniment. SocioEconomic Challenges, 6(3), 132-147. https://doi.org/10.21272/sec.6(3).132-147.2022

This work is licensed under a Creative Commons Attribution 4.0 International License

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