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.

Over the last decade China has engaged in one of the most comprehensive management reforms ever undertaken. These reforms are expected to determine China's ability to modernize and become a major world economic power. At the same time, the reforms touch on major political and social issues within the PRC, thereby affecting the structure and control of Chinese society. The contributors to this volume analyze Chinese management and organizations in seven chapters that assess the impact of the reforms on domestic Chinese enterprises across such diverse issues as decision-making, work values and managerial behaviour, three chapters on foreign joint ventures and three chapters on trade and trade organizations.

The Management of Enterprises in the People's Republic of China aims to contribute to the knowledge base of management within the Chinese context. The book begins with a mapping of research on management in PRC, and offers theoretical insights for cross-context, institutional, and behavioral studies. It then reports the results of fourteen empirical studies of management issues in the PRC firms. The issues studied include SOE transformation, globalization, governance, employment relationships, managerial networks, corporate culture and leadership. Also included are studies on the knowledge management process and management team characteristics of high technology firms. The methods of study include large-scale surveys, case studies, and interviews. The contributors are international experts in Chinese management research. Finally, we offer executive perspectives on several successful firms operating in China through interviews with their CEOs.

This book, first published in 1996, examines the problems associated with the management of change, particularly those brought about by the rapid pace of economic development in China in the ‘reform’ period since 1979. China’s managers were challenged as never before as the country integrated itself into the world economy, introduced new technology, and decentralized control over its industries. This book discusses their successes and failures in chapters by specialists in Chinese management practice.

This book, with contributions by internationally-known scholars from a wide range of countries, examines the Chinese response to the challenges of management training and development. It summarizes the current trends in management training and development and outlines the likely course of future developments.

Over the past ten years, there has been growing interest in the process of strategic decision-making among both managers and researchers. Strategic decisions are important for five main reasons: They are large-scale, risky and hard to reverse; they are a bridge between deliberate and emerging strategies; they can be a major source of organizational learning; they play an important part in the development of individual managers and they cut accross functions and academic disciplines. Strategic Decisions summarizes the current state of the art in research on strategic decision-making, with chapters prepared by leading strategy researchers. The editors also present implications for current application and proposed directions for future research.