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China's Emerging Market (china + emerging_market)
Selected AbstractsSpecial Issue on ,Building Competitive Advantages in China's Emerging Market'MANAGEMENT AND ORGANIZATION REVIEW, Issue 2 2005Article first published online: 6 JUL 200 [source] International Strategic Human Resource Management: A Comparative Case Analysis of Spanish Firms in ChinaMANAGEMENT AND ORGANIZATION REVIEW, Issue 2 2009Yingying Zhang abstract This study examines the role of human resources in strategy formulation processes in China's emerging market. Employing a qualitative data driven thematic analysis, we present evidence collected from six comparative case sites of Spanish firms in China. Our findings suggest that high performing firms use a dynamic adaptive logic while lower performing firms use a static structural logic. A dynamic adaptive model of strategic human resource management is identified, emphasizing a fluid and informal process between strategy, human resources and international management. [source] China's emerging market for property rights: Theoretical and empirical perspectives1THE ECONOMICS OF TRANSITION, Issue 3 2002Gary H. Jefferson his paper contrasts state,directed and market,mediated reform of enterprise ownership rights in transition economies. We evaluate China's emerging market for enterprise ownership rights from the perspective of conditions underpinning the Coase Theorem: the assignment of property rights, the degree of competition, and the nature of transaction costs. China's recent experience suggests that policies designed to expand and support the scope of decentralized, market,based restructuring of ownership rights, even under conditions that deviate widely from the ideal assumptions underlying the Coase Theorem, may prove more beneficial than direct official intervention. JEL classification: G34, K11, L1 and P3. [source] Organizational Learning and Productivity: State Structure and Foreign Investment in the Rise of the Chinese CorporationMANAGEMENT AND ORGANIZATION REVIEW, Issue 2 2005Doug Guthrie abstract Over the two and a half decades of economic reform in China, two types of Chinese firms have consistently outperformed their peers. In the 1980s, it was the firms at the lower levels of the industrial hierarchy, the township and village enterprises that were closely monitored by local governments. In the 1990s and beyond, the top performers have been those Chinese firms that have formal relationships with foreign investors. While many studies on the economic reforms in China have focused on the hardening of budget constraints and the transfer of technology from foreign to Chinese firms, I focus here on the stability created by relationships with local government offices and with powerful foreign investors. Where advocates of shock therapy have argued that a rapid transition to market institutions was the best path to building a market economy, I argue that the successful practices of the market are learned gradually over time, and the Chinese firms that are stabilized by attention from local government offices and relationships with foreign investors are well-positioned to successfully navigate China's emerging markets. A quantitative analysis of 81 firms in industrial Shanghai and three case studies help illuminate the mechanisms behind these relationships. [source] | ||||||||||