While companies depend on good strategy to help themselves thrive and survive, strategy is often said to be three times more difficult to deploy than develop. Transforming strategy into reality stretches a company beyond its standard operational (business as usual) mode, into a dynamic and less predictable world of change, accompanied by the need for business transformation capabilities, which are often not abundantly available internally. Continue reading
What does it take to be successful when doing business in China? Is Guanxi still the only determinant that matters or is there much more that is at play? Learn from five top global executives from leading IT and advisory services companies on their insights of what to keep in mind when navigating in the Chinese Market.
China has undergone significant changes in the last 30 years and remains a massive market that no successful multinational company (MNC) can afford to neglect. This article revisits some of China’s core characteristics that are often underestimated or misunderstood. Five top global executives from leading IT and advisory services companies share their insights about doing business in China. The article first analyses the importance of China’s 12th Five-Year Plan and discusses China from the structural (marketplace), client and workforce dimensions based on results of the executive interviews and the author’s own experience and research on China. It further explores the required pragmatic approach necessary to be successful and its implications for management when doing business in China.
China’s political and economic footprint in the international system is steadily increasing. Its influence has reached the shores of developing countries, whose governments welcome them. By offering a unique economic mix of trade, investment and aid, China’s engagement with African countries is bringing about a steady transformation of the continent. This has, in many ways, boosted the economies of many African countries and also helped bringing them out of their historic marginalization. That being said, problems arise in regards to the sustainability of these engagements and the extent to which they are benefiting the African people. While the Chinese are gradually mitigating these problems in some countries, it is in the hands of African governments to negotiate the terms of their strategic partnerships with China and ensure that they are in coherence with their genuine development needs.
China’s presence in African countries has brought about a steady transformation of their economies. China’s trade with Africa has increased by tenfold in the past decade and its recovery from the global financial crisis shielded many African countries from entering it. Despite the intensification of economic ties, the question remains: How sustainable are they and are they initiating a developmental transformation in African countries?
Deeply rooted in its history, the fundamentals of Confucianism and Daoism have persisted as the core values in China. The country’s most contrasting cultural characteristics compared to Western nations are its high power distance and collectivism. Many Chinese indigenous concepts, organizational structures, and management can be traced back to these two cultural dimensions. While China has been witnessing unprecedented growth, the interplay between traditional values and emerging behavior patterns is crucial for understanding a transition society like China.
This article examines the relationship between national culture and management in China’s context. Based on Hofstede’s culture model, the six cultural dimensions will be treated as the main variables accounting for the management settings that have evolved in China over the past three decades.
China has emerged as an economic powerhouse (projected to soon have the largest economy in the world) and is taking an ever-increasing role on the world stage. Thus, China may not only have changed the world economic conditions, but the Chinese success also challenges the way China itself is doing business. One of the most important factors is the interdependence of the government and the political environment within the economy. This article will explore how the political framework and policy interventions have shaped the existing system. By understanding the past, taking into consideration the current trends and influences, this article will create an awareness of future challenges and developments, especially in the field of intellectual property (IP) protection for foreign companies.