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During the past 30 years, China has undergone extensive economic reform, replacing the government's administration of enterprises with increasing levels of market-oriented enterprise autonomy. At the heart of the reform are changes in the employment relationship, where state control has been superceded by market relationships. These reforms have had far-reaching implications for many aspects of everyday life in Chinese society. This book appraises the impact of the economic reforms on the employment relationship and, in turn, examines the effects on individual workers and their families, in.

Intro -- Foreword -- Preface -- Acknowledgements -- Contents -- 1 Management at a Turning Point: What Will the Future Look like? -- Abstract -- Silicon Valley and China -- Looking Ahead … -- Chapter 2-A New Model for a New World: Why It's Needed and What It Consists of -- Chapter 3-Silicon Valley: A Cradle of Management Innovation -- Chapter 4-Management Characteristics of Top Innovators in Silicon Valley -- Chapter 5-China: An Innovation Country? -- Chapter 6-China's Entrepreneurial Companies-And What We Can Learn from Them -- Chapter 7-China Versus Silicon Valley: Comparison and Implications -- References -- 2 A New Model for a New World: Why It's Needed and What It Consists of -- Abstract -- The Changing Nature of Change (and What It Means for Management) -- 'Dynamic Capabilities'-The Key to Managing in a Dynamic World -- Core Pillars of Dynamic Capabilities -- To Sum Up -- References -- 3 Silicon Valley: A Cradle of Management Innovation -- Abstract -- The Nature of the Industries (And How Technical and Management Innovation Go Together) -- Norms and Values of the Region -- From Past to Present: A New Model Takes Shape -- References -- 4 Management Characteristics of Top Innovators in Silicon Valley -- Abstract -- 'Big' Visions and Missions -- Visionary, Entrepreneurial Top Leadership -- A Focus on People -- Entrepreneurial -- Adaptable -- Passionate -- Constantly Questioning the Status Quo -- Collaborative -- Some Myths Dispelled -- Culture: The Key Differentiator -- 1-A Commitment to Being Unconventional -- 2-A Recognition of Constant Change and the Need to Be Flexible -- 3-Commitment to Speed -- 4-Hiring Is the Most Important Thing You Can Do -- 5-A Focus on Product Excellence -- 6-Data-Driven Decision Making and Quick Learning Cycles -- 7-A Flat Organization with Minimal Bureaucracy -- 8-Openness and Transparency

We are delighted to bring you a selection of papers for this ebook of Chinese Management Studies. Together, these studies provide a topical insight into the development of Technology Management in China. The first paper in this issue [Wu et al. ], regarding the order parameter of technology capability and technology management within the telecommunications industry, provides a compelling and influential understanding the significance of technology management, and government support, for industrial development within China

Open Policy has been implemented in China since 1979. A lot of measures have been adopted to improve the performance in different economic domains. Agent Construction Management (ACM) system was introduced in 2004. It is a new project management mode based on agency theory and empowerment theory. It is introduced in the construction industry to improve the performance of government funded projects. This research aims to analyze how to improve project performance by improving the project managers' performance through competencies and empowerment based on organizational learning in ACM system. Local project managers' competencies are analyzed to find out the disparity between project managers in China and developed countries. The relationships between organizational learning, competencies of Chinese project managers and empowerment are also explored. The competencies of Chinese local project managers are analyzed based on Royal Institution of Chartered Surveyors' (RICS) Assessment of Professional Competence (APC). A theoretical framework is developed based on the related literatures and theories. Three hypotheses are established to depict the causal relationships between learning, competency, and empowerment of project managers in ACM system. A field study is carried out to quantitatively test the hypotheses by means of questionnaire elaborated theoretically and situationally. The survey subjects are "A" level project managers in construction consulting organizations in China. 194 valid questionnaires are randomly collected from 75 project management firms in China. SPSS and Structural Equation Modeling techniques (SEM) using AMOS are adopted to analyze the collected data. Most of the hypotheses are supported by the empirical data collected in this research. The empirical data supports that competency level is positively related to learning orientation. The results show that a project manager's learning orientation has a significant influence on his/her competency level. While, empirical data shows that there is no direct and significant relationship between competency and job performance of project managers, while empowerment has significant effects on job performance. Based on the understanding of the effects of learning, competency and empowerment on project managers' job performance, measures can be adopted to improve the competency and empowerment of project managers, hence leading to better job performance and project performance. Though job performance is not directly related to competency, competency is still a necessary of job performance and can not be neglected. Project management firms should create a learning culture in the firm, and improve the learning orientation of the employees, which will improve employees' competency. Empowerment is highly related to job performance which suggests that project managers should be empowered to improve job performance. ; published_or_final_version ; Real Estate and Construction ; Doctoral ; Doctor of Philosophy