As the 1990s progressed, China began to emerge as an economic giant. The chapters in this book, first published in 1996, illustrate many aspects of China’s path to internationalization. They also raise important questions for further study. What becomes clear is that to succeed in China’s business environment, foreign business strategists need to become better informed of the type of challenges that China presents.

The China Questions 2 assembles top experts to explore key issues in US–China relations today, including conflict over Taiwan, economic and military competition, public health concerns, and areas of cooperation. Rejecting a new Cold War mindset, the authors call for dealing with the world’s most important bilateral relationship on its own terms.

The greatest challenge to international business today is how to manage business operations across cultural boundaries. This is especially true in the case of China, which has attracted a massive amount of foreign investment and international trade recently. This new study examines three main themes: * the partnership of management through joint ventures * the human resource aspects of management * the management of communication, co-operation and negotiation The crucial issue of trustworthiness, the different managerial practices in China and the West, the importance of being well prepared and understanding Chinese negotiations are the major contemporary issues identified and discussed in this book.

"The rapid pace of economic development in china in the 'reform' period since 1979 has brought with it a host of new problems associated with the management of change. As China simultaneously integrates itself into the world economy for the first time, introduces technology which is often a quantum leap from that which it replaces, and decentralizes control over its industries, with the possibility in prospect of the ultimate dismantling of socialism, China's managers are challenged as never before. This book discusses their successes and failures." "The editors have brought together contributions from more than a dozen specialists in Chinese management practice. Initially, the reform process is introduced, compared with that of the former Soviet Union and Eastern Europe, and the nature of the new enterprise culture is discussed. A section on decision making follows, looking at the impact of decentralization, the role of politics and culture, and similarities in practice between Chinese and Western approaches. Some of the challenges facing Chinese enterprises are then examined, especially the evolution of township enterprises and the organization of production and research. Finally, the management and development of people is considered, the human resource in China's modernization, along with the current provision for management education."--BOOK JACKET.Title Summary field provided by Blackwell North America, Inc. All Rights Reserved

Looks at management attitudes in China since the recent economic reforms, and what China can learn from Japan.

After three decades of rapid economic growth, China became the world’s second largest economy in 2010 after the United States of America. Along with the prospect of lifting millions out of poverty and improving living standards, China is facing yet new challenges of rapid urbanization. Recent research findings show that in 2012 urbanization rate was 52.6% in China (Lacy et al., 2013). It is predicted that by 2020 the number of megacities in China with an urban population of more than 10 million will increase to thirteen. Along with the increase in urban population and living standards there has been rapid increase of car ownership in China. It is estimated that there are more than five million vehicles in Beijing (Cheng, 2013; Economist, 2013). Large cities and prefecture-level cities already contributed 89.6% of China’s total industrial CO2 emissions. One day in January 2013 air in Beijing was heavily polluted to a level of toxicity (smog) forty times the standard safe level set by the World Health Organization (Economist, 2013).At the international level, transport contributed 61.5% to world petroleum consumption and 22.3% to global CO2 emissions in 2010 (IEA, 2012). While the overall level of CO2 emissions in developed economies is stabilizing and in some cases declining, the levels in the developing and emerging economies are increasing. Large emerging economies with megacities will imminently become the major concerns of transport-related CO2 emissions. Without strategic innovations in the automotive industry and transport management system the current state of China’s transport sector is not sustainable. The long-term sustainable solutions are likely to emerge from the interplay of economic, environmental, social and technological factors.The Special Issue, partnered with the Second International Symposium on Sustainable Mobility, focuses on the issues of developing policies and corporate strategies to help the automotive industry, transport management systems, and urban planning to embark on a sustainable path to future growth and development (WBCSD, 2007; World Bank, 2008). The critical debate and research findings of this issue shed light on future research and practice on sustainable mobility in emerging economies.