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.

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 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