This book is a seminal contribution to decision making theory through its study of management decision making in six Beijing state enterprises during the period 1985 to 1989, when the government adopted decentralization as the key to reforming state industries. Through interviews, document surveys and analysis, the author provides a unique insight into not only the changes, but also the complex relations among managers, the Communist Party organization and planning authorities. Readers will gain a richer understanding of Chinese management issues and society.

Explains who is involved in business decision making, how decisions have been made, what the characteristics and strategies of Chinese decision making are, and why decision making has followed certain patterns in China. Includes discussion questions after each chapter. Of interest to people thinking of doing business in East Asia, consultants, government officials, and researchers. Paper edition (unseen), $24.95. Annotation copyrighted by Book News, Inc., Portland, OR

Knowledgeable decision making not only saves you time, money, and effort, but also leads you to extra opportunities. Business Decision Making in China improves your business acumen by showing you who (in itals) is involved in business decision making, how (in itals) decisions have been made, what (in itals) the characteristics and strategies of Chinese decision making are, and why (in itals) decision making has followed certain patterns in China. Practitioners, consultants, and government officials who are involved in business with China as well as academicians researching or teaching about business in East Asia will find this book to be an invaluable resource. Business Decision Making in China introduces you to such subjects as Chinese organizational structures and relationships, tactics of decision making, and traditional Chinese culture. Other vital topics you learn about include: the pros and cons of joint venture enterprises in China the climate for foreign banks operating in China the importance of saving face the concept of “the golden mean” the unity of opposites (Yin-Yang) the 4 realms of Chinese managers’daily affairs modes of thinking (universality versus individuality, thinking in images, understanding abstract thoughts) the parallels between the 5 elements (metal, wood, water, fire, earth) and the 4 P’s (product, price, promotion, place) As a guidebook for Chinese business, Business Decision Making in China addresses the broad and integrative discipline of decision making and helps Western business people (who have an entirely different set of patterns, styles, processes, philosophical thoughts, and tactics of decision making) to adapt to their Chinese business partners’or opponents’decision making. Since this book explains the profound process of Chinese decision making in uncomplicated terms and practical business experiences, readers will be able to apply their new knowledge to their long-range strategic planning, to skillfully solving their daily problems or questions, and to wisely avoiding losses from a multitude of potential pitfalls.

Knowledge Management (KM) to date has been poorly recognized, explained, and applied in China, and lack of empirical evidence has become a major barrier to the development of KM research in the Chinese academic community. The purpose of this study is to investigate the perceptions of Chinese business managers in the processes of KM-related decision making, from environmental, informational, individual, and decision-specific perspectives. A qualitative, multiple-case study strategy was used. Primary data were collected from the semi-structured interviews conducted with seventeen Chinese business managers who worked in either the manufacturing or telecommunications industry, and then the data were analyzed using thematic-analysis techniques. Participants perceived KM to be a long term process and believed that KM could not contribute to organizational survival. They thought that the most difficult challenge to successfully implement KM was to nurture a KM-friendly...

Seminar paper from the year 2018 in the subject Business economics - Business Management, Corporate Governance, grade: 1,9, University of Cooperative Education Villingen-Schwenningen, language: English, abstract: In the following paper, important factors necessary to excel in international management with a clear focus on China will be discussed, while drawing a comparison to Germany. Throughout the examination, the way of approaching the Chinese market is described. Afterwards, culture is considered with relevant factors like power distance and the leader-follower relationship. Then, values are described with important topics like the decision making processes, meetings and negotiations and conflicts. Afterwards, key factors to success will be mentioned, including personal relationships and the feedback culture. Before drawing a conclusion, challenges likely to occur will be mentioned. Due to the increasing importance of globalization and the emergence of many competitors, management structures have become dramatically different in China. Behaviors, dynamics and team conformations change rapidly, requiring organizations to react respectively to stay competitive. Managers face the challenge to compromise different cultures within the workplace. Practical management techniques of one country cannot be easily adapted in another. They differ greatly depending on the culture. To what extent the organization benefits from a culturally diverse workforce is controversial. National values and culture are the biggest obstacle when it comes to achieving management excellence. It requires culture proficiency and responsiveness to meaningful differences in the working environment. But also other factors like the organization’s strategy, economic conditions or the labor market of the host country have an influence on how management practices should be applied. Thus, developing the ability to manage in a cross-cultural context is a prerequisite in doing business successfully in today’s world.