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.
Table of Contents
Part 1. Reflections on Reform 1. Structural Inheritance or Policy Choice? Explaining the Results of Post-Stalinist Reform in Europe and Asia Ha-Joon Chang and Peter Nolan 2. The Institutional Nature of China’s Emerging Economic Order Max Boisot and John Child Part 2. Decision Making 3. Decentralization of Decision Making in China’s State Enterprises Yuan Lu and John Child 4. Politics, Culture and Decision Making in China Robin Porter 5. Vision, Mechanism and Logic: Understanding the Strategic Investment Decision Making Process Mark Easterby-Smith and Gao Junshan Part 3. Enterprise Challenges 6. An Intellectual Perspective on China’s Township Enterprises Hong Liu, Nigel Campbell, Lu Zheng and Wang Yanzhong 7. The Challenges Facing Manufacturing Managers in Chinese Factories Paul Forrester 8. Changing Patterns of Collaboration Between Research Organizations and Business Enterprises in Technological Innovation in China Fred Steward and Charles Quan Li Part 4. Managing and Developing People 9. Adaptive Personnel Management: Evidence of an Emerging Heterogeneity in China’s Foreign Trade Corporations David H. Brown and Mohamed Branine 10. Beyond the Iron Rice-Bowl: Comprehensive Labour Reform in State Owned Enterprises in North-East China Malcolm Warner 11. Management Education in the People’s Republic of China M.W. Luke Chan
David H. Brown