“The Art of Crisis "management" in China” honors the spirit of Zhu Ge Liang's invariable pragmatism which underlies the spirit of a management style in managing crisis situations that may be adopted successfully in China today. The significance of Zhu's philosophy nearly two thousand years later lies in its pragmatic relevance in managing joint ventures in China today. This book represents a collection of management crisis situations in which Zhu's approach would have prevailed if applied. For the benefit of joint venture managers in crisis situations, the collection of war stories contained herein, is presented together with excerpts from Zhu's own classic treatise on leadership and management of situations. “The Art of Crisis "management" in China” is the one book that helps smooth out relations between partners, and comfort the lonely expat managers involved in China's joint ventures.

In an era of globalization, a central question is how to develop business activities across cultural divides. Two years of participating observation were spent in China to analyze the history and culture of the country, as well as the legal, political and education systems. The study also includes subjects more directly linked to business activities: the definition of economic regions, changes in the national economic model and their impact on the Chinese people, and finally business practices in China. Based on these findings, a guide for doing business in a foreign culture is presented. This addresses the process of building business step by step from preparing for market entry and understanding government policy and relevant laws to investigating the environment and starting the operation. Special attention is paid to Human Resource Management and relationship building including personal and public relations.

This book features China's newly emergent transnational management culture. It uses established and new methodologies to analyze how different types of Sino-foreign joint enterprises manage cultural differences and negotiate strategies that contain conflicts and frustrations. In doing so, the book suggests alternative pathways toward innovative business management in China.

Since the early 1980s, a prominent and consistent conclusion drawn from research on China's defense-industrial complex has been that China's defense-production capabilities are rife with weaknesses and limitations. This study argues for an alternative approach: From the vantage point of 2005, it is time to shift the focus of current research to the gradual improvements in and the future potential of China's defense-industrial complex. The study found that China's defense sectors are designing and producing a wide range of increasingly advanced weapons that, in the short term, are relevant to a possible conflict over Taiwan but also to China's long-term military presence in Asia. Part of a larger RAND Project AIR FORCE study on Chinese military modernization, this study examines the current and future capabilities of China's defense industry. The goals of this study are to 1.

Through extensive primary source analysis and independent analysis, this report seeks to answer a number of important questions regarding the state of China’s armed forces. The authors found that the PLA is keenly aware of its many weaknesses and is vigorously striving to correct them. Although it is only natural to focus on the PLA’s growing capabilities, understanding the PLA’s weaknesses—and its self-assessments—is no less important.