Today, with a new leadership in place, the People’s Republic of China enters a challenging new phase as an emerging economic superpower. The Chinese economy has dramatically changed over the three decades since Deng Xiaoping launched his economic reforms in 1978. It has been transformed from a command economy dominated by state-owned enterprises to a market socialist economy with a wide range of ownership forms, both public and private. In turn, its managers and management have correspondingly undergone a major sea-change.
This edited collection attempts to demystify Chinese management, highlighting recent research into these significant changes and their implications in a wide range of business enterprises both in China and overseas. It points to the strategic challenges and issues in terms of realizing the managerial version of the ‘Chinese Dream’. The topics covered include business schools in China, corporate social responsibility, financial services, impression management, international human resource management, international competitive strategy choices, internationalization of firms and the role of science parks.
The book was originally published as a special issue of Asia Pacific Business Review.
Table of Contents
1. Demystifying Chinese management: introduction Malcolm Warner and Chris Rowley 2. How red is China’s red capitalism? Continuity and change in China’s financial services sector during the global crisis Bernadette Andreosso-O’Callaghan, and Jörn-Carsten Gottwald 3. The moderating role of context in managerial ties–firm performance links: a meta-analytic review of mainly Chinese-based studies Peihua Fan, Qiaozhuan Liang, Heng Liu and Mingjun Hou 4. ‘Impression management’ in Chinese corporations: a study of chairperson’s statements from the most and least profitable Chinese companies Zilan Cen and Rongchang Cai 5. The effect of institutional isomorphic pressure on the internationalization of firms in an emerging economy: evidence from China Fangrong Li and Daniel Z. Ding 6. International human resource management strategies of Chinese multinationals operating abroad Di Fan, Mike Mingqiong Zhang and Cherrie Jiuhua Zhu 7. International competitive strategy choices: comparing firms in China and India Ping Lv, Monica Plechero and Rakesh Basant 8. Returnee faculty members, network positions and diversification strategy: an analysis of business schools in China Seong-Jin Choi and Jiangyong Lu 9. The role of science parks in innovation performance of start-up firms: an empirical analysis of Tsinghua Science Park in Beijing Kazuyuki Motohashi 10. Confronting the crisis of food safety and revitalizing companies’ social responsibility in China Qijun Jiang and Ying Zhu 11. Strategic challenges and issues for Chinese managers and management in the global economy: Conclusions Malcolm Warner and Chris Rowley
Malcolm Warner is Professor and Fellow Emeritus, Wolfson College, University of Cambridge, UK, and Judge Business School, University of Cambridge, UK. He was the Editor-in-Chief, of the International Encyclopedia of Business and Management [IEBM], 8 volumes (2002), and the author/editor of many books and articles on China. His new work Understanding management in China: Past, present and future, (Routledge, 2013) is in press. He is currently Co-Editor of the Asia Pacific Business Review.
Chris Rowley is Professor of HRM at Cass Business School, City University, London, UK and Director of the Centre for Research in Asian Management and Director, Research and Publications, HEAD Foundation, Singapore. He has published widely in the field of HRM and Asian business and management in the leading journals and in edited books. He is currently Co-Editor of the Asia Pacific Business Review.