Suchergebnisse

U.S.-China Trade Negotiations examines the issues concerning the U.S.-China trade negotiations by identifying the mechanics of the U.S.-China business negotiations, such as how a company prepares the negotiations, the contributing factors, the outcomes, and how U.S. companies organize for the China trade. The book provides information based on a survey of 138 U.S. firms that are in trade negotiations with the Chinese, such as import/export, joint ventures, coproduction, and processing. The text also covers the edited versions of interviews conducted with firms regarding how they prepared for negotiations, their experiences, and the outcomes of the negotiations. The selection will be of great interest to readers who are looking for an insight regarding the inner workings of the U.S.-China trade relations.

The U.S. think tank, Hudson Institute, coined the term, "global workforce 2000", to refer to the growing mobility of people worldwide. Countries that have received many immigrants from different parts of the world can benefit from the presence of these immigrant communities because of their special knowledge and connections with their country of origins (COO). The concept, "immigrant effect", refers to the impact that an immigrant employer or employee has on the success of international business operations that pertain to the immigrant's COO. To advance our understanding of the immigrant effec

U.S.-China Trade Negotiations examines the issues concerning the U.S.-China trade negotiations by identifying the mechanics of the U.S.-China business negotiations, such as how a company prepares the negotiations, the contributing factors, the outcomes, and how U.S. companies organize for the China trade.

This article seeks to unravel some of the reasons for the success of the Japanese in the global economic arena. One factor is hypothesized to be the significant amount of effort that Japanese multinationals devote to human resource management, especially as it pertains to preparing their people for living and working overseas. The article reviews the cross-cultural programs found in 18 Japanese multinationals. In general, such a program includes language training, field experience, graduate programs abroad, in-house training programs, and outside agencies. The implications for U.S. multinationals are discussed.