Taiwanese private sector firms are overwhelmingly stereotyped as ”Chinese Family Businesses,” a category with many negative associations. This paper examines management culture and practice in samples of Taiwanese SMEs operating in the Pearl River Delta Region of southern China and high-tech firms operating in the Science and Technology Park in Xinzhu, Taiwan. I will show that not only are there several different firm structures in Taiwan's private sector, but also that it is erroneous to assume that Taiwan has a single, static business culture in either set of firms.