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International joint ventures in China: intercultural problems, management process

Author: Amtmann, Michael Publisher: VDM Publishing 2006.Language: EnglishDescription: 117 p. : Ill. ; 25 cm.ISBN: 9783865508874Type of document: BookBibliography/Index: Includes bibliographical references
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD2795 .A68 2006
(Browse shelf)
001273069
Available 001273069
Total holds: 0

Includes bibliographical references

Digitized

International Joint
Ventures in China
Intercultural Problems
Management Process
Table of contents1
Table of abbreviations and Table of figures2
1. Introduction5
2. Structure of the Chinese industry
2.1. Growth and Direct Investments9
2.2. Qualification and Training10
2.3. Definition IJV12
3. Chinese Culture15
3.1. Language15
3.2. Religion17
3.3. School of thought17
3.4. Values18
3.4.1. Communism and Socialism18
3.4.2. Confucianism19
3.4.3. Collectivism and Buddhism20
3.4.4. Taoism22
3.5. Legal Culture23
3.5.1. Laws and contracts24
3.5.1.1. Possibilities to cope with the current system25
3.5.2. Socialist planned Economy26
3.5.3. Democratic centralism27
4. Intercultural problems during certain stages of the JV process28
4.1. Partner Selection28
4.1.1. Cultural Traits29
4.1.2. Strategic Traits30
4.1.2.1. Absorptive Capability30
4.1.2.2. Market Power31
4.1.2.3. Product Relatedness31
4.1.2.4. Market Experience32
4.1.3. Organizational Traits32
4.1.3.1. Firm Size32
4.1.3.2. International Business Experience33
4.1.3.3. Previous Cooperative Experience34
4.1.3.4. Organizational Skills34
4.2. Negotiations37
4.2.1. Personal Connections (Guanxi)37
4.2.2. The Intermediary39
4.2.3. Social Status41
4.2.4. Interpersonal Harmony42
4.2.5. Holistic Thinking44
4.2.6. Thrift45
4.2.7. "Face" or Social Capital46
4.2.8. Patience, Endurance and Enduring Labour47
5. Management Process49
5.1. Control49
5.1.2. Focus of control50
5.1.3. Extent of control50
5.1.4. Mechanisms of control50
5.1.5. Input Control51
5.1.6.. Process Control53
5.1.7. Output Control54
5.2. Decision Making55
5.3. Planning and scheduling57
5.4. Managerial Pragmatism59
5.5. Trust61
5.5.1. Definition of Trust61
5.5.2. Effects of Trust62
5.5.3. The significance of trust in China64
5.5.3.1. Power Distance65
5.5.3.2. Individualism66
5.5.3.3. Masculinity67
5.5.3.4. Uncertainty avoidance69
5.5.3.5. Long — term versus short — term orientation70
5.6. Communication70
5.6.1. Attitudes71
5.6.2. Social Organization72
5.6.3. Thought Patterns74
5.6.4. Language74
5.6.5. Nonverbal Communication75
5.6.6. Body language (kinesics)75
5.6.7. Body distance (Proxemics) and haptics76
5.6.8. Paralanguage78
5.6.9. Time78
5.6.10. Communication and its Consequences79
5.7. Human Resource Management79
5.7.1. Work attitude81
5.7.1.1. Motivation82
5.7.2. Quality and Care85
5.7.3. Conflict Management88
5.7.4. Lay Offs89
6. Survey: Opinions and cultural values of Chinese students in Germany91
6.1. Findings92
6.2. Possible implementation strategies104
6.2.1. Redesigning the Hierarchy, work organization and104
communication
6.2.2. Transforming the management105
6.2.3. How to address motivation and quality106
6.2.4. Improving intercultural competence107
6.2.5. Developing a common understanding of the firm108
Bilbliography
Annex : Questionaire

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