This text tells the story of China's emergence as a major economic power and the impact this will have on world business. It is an executive summary of the opportunities for business in one of the largest markets in the world.

This short, reader-friendly book is about best practice in joint ventures: the factors and processes which lead to success. Every year, corporations establish thousands of joint ventures (JVs), investing hundreds of billions of dollars. In fact, between 25% and 40% of all foreign investments take place via equity JVs. The use of JVs and strategic alliances has been rapidly growing. I've worked as a joint venture facilitator for Fortune 500 and other corporations for many years. The senior executives in these organizations often noted that the decision-making format I used with them would make a great book. This is it. The key purpose of the book is to demonstrate that joint ventures can work. They require however an open mind, and the willingness to work through a series of questions I provide. These relate to: testing the strategic logic; partnership and fit; shape and design; and operating the JV. Contrary to the perceptions of some, JVs can be just as profitable and survive just as long as wholly owned subsidiaries. They can in fact be effectively managed, and they are not going to cause a firm to lose its proprietary technology. Partnerships can work extremely well, and often, placing less emphasis on “control” is the way to go. If one is willing to acknowledge and respect that someone else (here a partner) has much to contribute, a stronger enterprise can result. True JVs can result in more stable and sustainable business, benefiting all partners, in whatever country they are located. The format of the book is intentionally conversational. It uses the Socratic method (question, answer, question, answer) which works so effectively in a case study classroom. Here the “classroom” is several business class seats on an international flight. This book is written for practicing managers and executives. Those contemplating the formation of a JV and those currently engaged in JVs will see improvement in the duration and performance of their collaborative ventures by following the recommended actions. A second audience is business schools and academics. The book is ideal for MBA, executive MBA and non-degree executive education courses or modules focused on JVs, alliances, cooperative strategies, etc.

This book is open access under a CC BY-NC-ND license. This book addresses the issue of how a country, which was incorporated into the world economy as a periphery, could make a transition to the emerging state, capable of undertaking the task of economic development and industrialization. It offers historical and contemporary case studies of transition, as well as the international background under which such a transition was successfully made (or delayed), by combining the approaches of economic history and development economics. Its aim is to identify relevant historical contexts, that is, the ‘initial conditions’ and internal and external forces which governed the transition. It also aims to understand what current low-income developing countries require for their transition. Three economic driving forces for the transition are identified. They are: (1) labor-intensive industrialization, which offers ample employment opportunities for labor force; (2) international trade, which facilitates efficient international division of labor; and (3) agricultural development, which improves food security by increasing supply of staple foods. The book presents a bold account of each driver for the transition.

A comprehensive and survey of management in China in the period of economic reform, first published in 1994.

This book analyses the industrial reform measures taken by the Chinese government during the decade 1985-95 and identifies the economic and political tensions and contradictions that state enterprise reform has presented to a leadership intent on maintaining its authoritative political position. Using government sources and interviews with economists and workers at one of China's largest state-owned enterprises (The Second Automobile/Dongfeng corporation ), Hannan concludes that the relationship between state policy and enterprise is a complex two-way process characterised by tensions resulting from conflicting priorities.