Suchergebnisse

1. Corporate strategies of Chinese multinationals / Jin Zhanming -- 2. China's go global policy / Li Zhaoxi -- 3. China's outward foreign direct investment / Li Zhaoxi -- 4. The internationalization process of Chinese multinationals / Kang Rongping -- 5. International marketing strategies of Chinese multinationals: the experience of Bird, Haier, and TCL / Hu Zuohao and Wang Gao -- 6. Technology-based competition and Chinese multinationals / Jean-Paul Larçon and Geneviève Barré -- 7. Innovation & knowledge transfer in Chinese multinationals / Li Donghong -- 8. Corporate culture and organization of Chinese multinationals / Wang Yihua -- 9. Chinese multinationals and global value chains Lenovo / François Duhamel -- 10. Alliances, joint-ventures and Chinese multinationals / Pierre Dussauge.

Presents empirical findings from different South-East Asian countries to demonstrate that Chinese businessmen employ a variety of strategies in their networking, entrepreneurship and organisational and firm development; and concludes that much more research is needed in order to provide a full understanding of Chinese business success

"Chinese International Investments provides authoritative academic and professional insights into Chinese international investments in Europe, Asia, Africa and the Americas. It offers a wide range of up-to-date academic insights and findings, which are rounded off with lessons to be learnt from historical developments (success and failure stories), an evaluation of current trends and the motives and modes of entries used by Chinese companies. Contributions on outward foreign direct investments from China in different regions of the world, specific industry and case studies and theoretical contributions highlight the need for such additional research in this emergent area of international business." -- Provided by publisher

The rapid international expansion of Chinese enterprises since the 1990s has attracted considerable attention in scholarly and policy circles. This book sheds fresh light on the phenomenon by explaining its determinants using the analytical lens of international business theory. -- The author focuses in particular on how Chinese firms interact with the institutional environment both at home and abroad. Drawing upon evidence and analysis from official statistics, Hinrich Voss concludes that the institutional change and market imperfections in China, combined with host country effects and the mediating role of trans-border social and business networks, are key facilitators of the rise of Chinese multinationals. -- This book provides the most up-to-date analysis of the determinants of Chinese outward foreign direct investments, and will appeal to academics with an interest in international business and management, as well as those researching China specifically and Asian business more broadly. Postgraduate students in international business, Asian business studies and international relations will find this book invaluable, as will practitioners dealing with Chinese multinational enterprises.

Keynote speeches. Competitiveness of Chinese enterprises in the global era / Weiying Zhang. China's gradual economic reform in light of income and wealth distribution / Renwei Zhao. Teaching technopreneurship to Mandarin classes: some early results / Charles Hampden-Turner -- Session 1. Global competitiveness for Chinese companies. A study on the development of global competency leadership / Shuming Zhao. Beware the Penrose effect on high-growth enterprises: a study on controlling the rate of enterprise growth / Xiaoming Xu and Yongmei Zhang. Labor relations under China's mixed economy / Tiande Li and Ruiqin Zhang. China's strategy in acquiring oil, gas and other energy resources: a study of impact on FDI / Sikander Khan. Innovations in cultural integration: the experience of Chinese enterprises in cross-national mergers and acquisitions - a case study of Northeast Hengli Company's attempts at reducing cultural risks through the forging of a common identity / Dongbin Lu. The composition and role of family boards in Chinese businesses: a business cultural perpsective / Lin Guo. Attaining corporate competitiveness through soft power / Jinfa Xu, Jian Du and Tao Jiang. A study on excessive competition of Chinese state-owned duopoly enterprises cases of China Telecom and China Netcom / Qingsheng Wu and Rui Bao. Competitiveness of China's food exports: an empirical analysis / Xing Zhou and Yanping Fan (Bruce) -- Session 2. Financial market and capital market. Corporate restructuring function of stock markets: key developmental proprosals for the Chinese course / Yunshi Mao, Sidan Wu and Yuexin Jiang. An empirical study on the long-term dynamic adjustment of firms' capital structure in China / Zhiqiang Wang and Yixun Hong. How Chinese city commercial banks may compete with overseas banks / Dongsheng Wang. City commercial bank strategy in the light of financial sector liberalization / Zhen Liu and Xiangjun Song -- Session 3. From "Made in China" to "Designed in China". Analysis of trends in China's venture capital industry / Zhengping Fu and Binbin Li. Towards a network approach: trends in China's logistics industry / Song-Dong Ju and Jie Xu. Competing in global markets: a case study on the Wenzhou shoe-manufacturing industry / Yongyi Shou and Jie Wang. A business model for knowledge-based service enterprises in China: the case study of Kunshan / Joseph Z. Shyu, Jou-Chen Chen and Chia-Han Yang. R&D collaboration and innovation in China's emerging market / Wubiao Zhou. Innovation dilemmas of science-park based Chinese university spin-outs (USO): a pilot case study / Joseph Yuan Zhou. Bridging universities and enterprises: a study on Chinese university technology transfer modes / Shichao Li -- Session 4. Internationalization and brand strategy. On the internationalization of Chinese brand: the case of the Shaanxi Blower Group / Yongxiu Bai and Hongfang Zhang. Strategies on brand internationalization: a study based on business capability / Huiping Ding and Xiaodong Qiu. Enterprise brand internationalization in China: challenges and strategies / Wei Zhang.

Big businesses have faced a persistent dilemma in China since the nineteenth century: how to retain control over corporate hierarchies while adapting to local social networks. Sherman Cochran, in the first study to compare Western, Japanese, and Chinese businesses in Chinese history, shows how various businesses have struggled with this issue as they have adjusted to dramatic changes in Chinese society, politics, and foreign affairs. Cochran devotes a chapter each to six of the biggest business ventures in China before the Communist revolution: two Western-owned companies, Standard Oil and British-American Tobacco Company; two Japanese-owned companies, Mitsui Trading Company and Naigai Cotton Company; and two Chinese-owned firms, Shenxin Cotton Mills and China Match Company. In each case, he notes the businesses' efforts to introduce corporate hierarchies for managing the distribution of goods and the organization of factory workers, and he describes their encounters with a variety of Chinese social networks: tenacious factions of English-speaking compradors and powerful trade associations of non-English-speaking merchants channeling goods into the marketplace; and small cliques of independent labor bosses and big gangs of underworld figures controlling workers in the factories. Drawing upon archival sources and individual interviews, Cochran describes the wide range of approaches that these businesses adopted to deal with Chinese social networks. Each business negotiated its own distinctive relationship with local networks, and as each business learned about marketing goods and managing factory workers in China, it adjusted this relationship. Sometimes it strengthened its hierarchical control over networks and sometimes it delegated authority to networks, but it could not afford to take networks for granted or regard them as static because they, in turn, took their own initiative and made their own adjustments.In this book Cochran calls into question the idea that the spread of capitalism has caused business organizations to converge over time. His cases bring to light numerous organizational forms used by Western, Japanese, and Chinese corporations in China's past, and his conclusions suggest that businesses have experimented with new forms on the basis of their historical experiences-especially their encounters with social networks

Intro -- Foreword -- Acknowledgments -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1 Introduction -- 2 Alibaba Group-The Evolution of Transnational Governance -- 2.1 Introduction -- 2.1.1 About Alibaba Group -- 2.1.1.1 Alibaba's Business Scope -- 2.1.1.2 Alibaba Group's Public Listing -- 2.1.2 Alibaba Group Development Strategy and Structural Evolution -- 2.1.3 Overview of Corporate Governance at Alibaba Group's Parent Company -- 2.2 Transnational Governance Evolution -- 2.2.1 Changes in Shareholding Structure -- 2.2.1.1 1999-2005: Initiation Period, VC/PE Entry -- 2.2.1.2 2005-2010: Venture Capital/Private (VC/PE) Equity Exit, Yahoo Buys in -- 2.2.1.3 2010-Present: Reopening the Door to PE Financing, Public Share Issue -- 2.2.2 Board of Directors -- 2.3 Analysis of Transnational Governance Evolution -- 2.3.1 Changes in Shareholder Composition -- 2.3.1.1 1999-2005: Start-up VC/PE Entry Period, Shareholder Structure and Impact -- 2.3.1.2 2005-2010: VC/PE Exit, Yahoo Shares Result in Shareholder Structural Change -- 2.3.1.3 2010-Present: Reopening the Door to PE Financing, Public Share Offering -- 2.3.2 Changes in the Composition of the Board of Directors -- 2.3.3 Evolution of Control -- 2.3.3.1 1999-2004: Jack Ma and Other Founders Are the First Shareholder, Equity Control -- 2.3.3.2 2005-2010: Same Shareholding, Based on the Same Proportion of the Voting Rights of Founders, Such as Jack Ma, as Well as Yahoo -- 2.3.3.3 2010-Present: Partnership System, Outside the Equity Logic -- 2.4 Impact of Transnational Governance Evolution -- 2.4.1 Shareholders, Board of Directors, Senior Management Team Building and Business Development -- 2.4.2 Parent and Subsidiary Governance Model Choices -- 2.5 Discussions and Conclusions -- 2.5.1 Alibaba's Transnational Governance Facing up to Risk.