Edinburgh Napier University

  In Taiwan, significant port reform commenced in 2012 that aspired to enhance port performance and competitiveness. Previously managed by four units, the ports are now managed by only two: the Maritime and Port Bureau (MPB) (a port regulator) and the Taiwan International Ports Corporation (TIPC) (a full state-owned company). In this article, we consider the rationale for this reform, the degree of its success and impact, and the challenges of introducing it. We first outline Taiwan's main international ports and some basic trends regarding cargoes, containers, ship numbers and port operation efficiency from 2001 to 2015. Then, drawing on the literature, and on Nils Brunsson's organisation of hypocrisy, we describe Taiwan's pre-2012 approach to port governance and its reforms of 2012. We then detail how we conducted in-depth expert interviews with eight port governance officials, before presenting their thoughts on the hopes, challenges, and future of Taiwan's port governance. We draw on Brunsson's organisation of hypocrisy to view how Taiwan's port reform has considered numerous differing stakeholders and perspectives. We discuss how such an approach has allowed Taiwan to aspire to greater competitiveness, but generated challenges such as the need to adjust workforces, and of assessing the impact of reform in Taiwan.