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This book addresses the multi-facet competitiveness of firms in China from an angle of strategic management of technology and innovation. The Chinese vanguard companies have been excellent in identifying strategic position and appropriately making strategic decisions, and effectively making strategy in action, Competitiveness of Chinese Firms seeks to provide answers to important and urgent questions such as what exactly underpins competitiveness in the 21st century, and how Chinese firms could squeeze themselves into the ranks of top firms in the world within a short period of time. The book aims to explore and answer these questions by drawing upon over 30 years of observation and research on key Chinese companies, including Geely, Lenovo, Haier, Huawei and TCL. In particular, this book looks at how competitive advantage can be delivered through strategic management of technology and innovation, and focuses on the in-depth analyses of intangible resources, such as leadership, vision and strategy, knowledge creation, technology strategy, entrepreneurship and innovation

Competitiveness of Chinese Firms seeks to provide answers to important and urgent questions such as what exactly underpins competitiveness in the 21st century, and how Chinese firms could squeeze themselves into the ranks of top firms in the world within a short period of time. The book aims to explore and answer these questions by drawing upon over 30 years of observation and research on key Chinese companies, including Geely, Lenovo, Haier, Huawei and TCL. In particular, this book looks at how competitive advantage can be delivered through strategic management of technology and innovation, and focuses on the in-depth analyses of intangible resources, such as leadership, vision and strategy, knowledge creation, technology strategy, entrepreneurship and innovation.

Internationalisation and knowledge transfer are significant priorities for the education sectors in both developed and developing countries, not least because of their contribution to modernisation and enhanced innovation, competitiveness and quality of life. In relation to China and the UK, achieving internationalisation and knowledge transfer can be facilitated by strategic academic partnerships between the universities in both countries. The second phase of the UK Prime Minister's Initiative (PMI2) for International Education, launched in April, 2006, plays an important role in the internat

Philosophical notion and framework of the book -- Turbulent Chinese business environment -- Constructs and constituents of core competences -- Conversation with senior Chinese business executives -- A structured survey in Beijing, Tianjin and Shenzhen -- Creation of strategic flexibility and core competence

Purpose– The purpose of this paper is to bridge the knowledge gap in designing MBA strategy between China and the West by examining the content, context and process of MBA delivery. This paper challenges the assumptions and pedagogical approach underpinning the current design and delivery of MBA programmes that were originally moulded with Western management history and development in the era of globalization. There is consensus that MBA was used to train business managers; however, nowadays, people are inclined to state that MBA is used to develop global business leaders or full-fledged global competitors. How can we develop global business leaders without a global vision when designing MBA strategy?Design/methodology/approach– Based on extensive literature review and critical analyses through the strategic management approach, this paper examines the status quo of current MBA programmes in the West and in China. This paper presents a conceptual framework that draws on the current MBA literature and on-going debates around management education and development in the West and in China.Findings– The designing strategy of MBA has been originally strongly influenced by Western ideology and ethos. Therefore, the difficulties of management knowledge transfer are often explained through culture acclimatization and emphasize has been on cultural divergence rather than convergence. With synthesis between Western and Eastern management identified, we argue that the appropriateness and effectiveness of the traditional philosophy of MBA designing strategy based on Western management history has been challenged in the 21st century. The perception has fuelled criticism of business schools in the post-recession. They have come under fire for allegedly failing in their obligations to educate socially responsible business leaders (Barker, 2010). This leads to rethinking of the philosophy and vision underpinning the MBA designing strategy. A new philosophical approach – integration of Western management with Eastern philosophy has been under scrutiny, which is necessary in business education to enable future business leaders to become full-fledged competitors in the global market.Originality/value– The output of this discussion helps to establish a conceptual framework which will provide strategic insight in enabling business/management school and MBA providers to address the current deficiency in MBA teaching and learning strategy and develop more appropriate arrangement when considering the design and development of a successful MBA programme in the 21st century.