ABSTRACT
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 I|2 pages
Reflections on reform
chapter 1|22 pages
Structural inheritance or policy choice?
Explaining the results of post-Stalinist reform in Europe and Asia
part II|2 pages
Decision making
chapter 5|21 pages
Vision, mechanism and logic
Understanding the strategic investment decision making process
part III|2 pages
Enterprise challenges
part IV|2 pages
Managing and developing people
chapter 9|23 pages
Adaptive personnel management
Evidence of an emerging heterogeneity in China’s foreign trade corporations
chapter 10|23 pages
Beyond the iron rice-bowl
Comprehensive labour reform in state owned enterprises in north-east China