When China opened its doors to the West in the late 1970s, Western businesses jumped at the chance to sell their products to the most populous nation in the world. Boardrooms everywhere buzzed with excitement?a Coke for every citizen, a television for every family, a personal computer for every office. At no other time have the institutions of Western capitalism tried to do business with a communist state to the extent that they did in China under Deng Xiaoping. Yet, over the decade leading up to the bloody events in and around Tiananmen Square, that experiment produced growing disappointment on both sides, and a vision of capturing the world's largest market faded.Picked as one of Fortune Magazine's "75 Smartest Books We Know," this updated version of Beijing Jeep, traces the history of the stormy romance between American business and Chinese communism through the experiences of American Motors and its operation in China, Beijing Jeep, a closely watched joint venture often visited by American politicians and Chinese leaders. Jim Mann explains how some of the world's savviest executives completely misjudged the business climate and recounts how the Chinese, who acquired valuable new technology at virtually no expense to themselves, ultimately outcapitalized the capitalists. And, in a new epilogue, Mann revisits and updates the events which constituted the main issues of the first edition.Elegantly written, brilliantly reported, Beijing Jeep is a cautionary tale about the West's age-old quest to do business in the Middle Kingdom.

HRM (human resource management) suffers from a selective tendancy and ad hoc approach, which misses the historical, paradoxical often incoherent, incompatible and inconsistent nature of the subject. This text reduces this myopia by adding to our knowledge and the milieu within which it operates.

An important collection of international case studies and commentary from the award-winning authors of Managing Cultural Differences. A comprehensive exploration of all aspects of multicultural management from forming strategic alliances to negotiations to marketing and service excellence

The goal of "How I Ate a Live Scorpion and Survived" is to help you avoid some of the mistakes I made in over two decades of doing business in China, and to aid you in Chinese business methodology. Relationship building is your key to success in China. This book will guide you in that endeavor, and will help you avoid some of the cultural traps awaiting all newcomers. The title of this book will show you how far the Chinese will go in their effort to build a business relationship. In addition to being an expert in the nuanced art of doing business in China, Michael S. Ward has traveled to over sixty countries, including more than 100 trips to China. He has founded and managed four companies, and has been an environmental consultant to U.S. senators and congressmen. In addition to being a businessman and consultant, the author is an inventor and has received five U.S. patents. As a proud Vietnam veteran, he was awarded the Bronze Star.

The author presents an argument for a system of social insurance that replaces welfare with a Guaranteed Adequate Income. The book reviews public assistance programmes, and evaluates other plans that have been proposed.

In this book, Yasheng Huang makes a provocative claim: the large absorption of foreign direct investment (FDI) by China is a sign of some substantial weaknesses in the Chinese economy. The primary benefits associated with China's FDI inflows are concerned with the privatization functions supplied by foreign firms, venture capital provisions to credit-constrained private entrepreneurs, and promotion of interregional capital mobility. Huang argues that one should ask why domestic firms cannot supply the same functions. China's partial reforms, while successful in increasing the scope of the market, have so far failed to address many allocative inefficiencies in the Chinese economy.