Behind the Open Door: Foreign Enterprises in the Chinese MarketplaceInstitute for International Economics, 1999 - 313 หน้า This study describes the experiences of foreign-invested firms in the mainland Chinese economy and discusses the implications of those experiences for the foreign commercial policies of the industrial countries, including the United States. It draws on extensive interviews with expatriate managers and other professionals currently at work in China. Whereas recent books on Chinese marketplace conditions focus on a single firm or issue or lack a discussion of policy conclusions (because they are prepared for a commercial audience), this study is distinguished by the breadth of industry interviews and its concern for policy implications. Rosen makes a rare attempt to deduce the policy implications of current experiences of foreign firms in China, presenting conclusions that go beyond those found in today's usual policy debate. Behind the Open Door is a must for China specialists and should be read by anyone with general or business interests in China or the Asia-Pacific region. The book is an ideal text for MBA programs that focus on the region, and for political science and Asian studies courses on China. |
จากด้านในหนังสือ
ผลการค้นหา 1 - 3 จาก 19
หน้า 38
... Tianjin , Shanghai , Xiamen , and Guangdong Province ; to target domestic consumers , ventures must be close to those markets , and probably to the rail system ( the best of the poor options available for moving goods nationally ) . The ...
... Tianjin , Shanghai , Xiamen , and Guangdong Province ; to target domestic consumers , ventures must be close to those markets , and probably to the rail system ( the best of the poor options available for moving goods nationally ) . The ...
หน้า 149
... Tianjin partner ] , nor a nonexclusivity arrangement so that [ the Shanghai office ] could sell directly without going through Tianjin , ” he explained . Without independence from Tianjin , his office will not be able to operate produc ...
... Tianjin partner ] , nor a nonexclusivity arrangement so that [ the Shanghai office ] could sell directly without going through Tianjin , ” he explained . Without independence from Tianjin , his office will not be able to operate produc ...
หน้า 151
... Tianjin , 1994-97 1994 1995 1996 1997 Sole branches 33 50 70 80 Cooperative branches 3 0 0 0 Service offices 14 25 23 26 Sales offices 0 35 83 140 Total 50 110 176 246 Source : Author's interviews . services such as warranty , repair ...
... Tianjin , 1994-97 1994 1995 1996 1997 Sole branches 33 50 70 80 Cooperative branches 3 0 0 0 Service offices 14 25 23 26 Sales offices 0 35 83 140 Total 50 110 176 246 Source : Author's interviews . services such as warranty , repair ...
เนื้อหา
Acknowledgments XV | 1 |
Foreign Enterprise Establishment in China | 17 |
Foreign Enterprises and Human Resources 85 385 | 85 |
ลิขสิทธิ์ | |
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Behind the Open Door: Foreign Enterprises in the Chinese Marketplace Daniel H. Rosen ชมบางส่วนของหนังสือ - 1999 |
Behind the Open Door: Foreign Enterprises in the Chinese Marketplace Daniel H. Rosen มุมมองอย่างย่อ - 1999 |
Behind the Open Door: Foreign Enterprises in the Chinese Marketplace Daniel H. Rosen มุมมองอย่างย่อ - 1999 |
คำและวลีที่พบบ่อย
American approval areas Asian Asian financial crisis Beijing capital central authorities chapter China operations Chinese authorities Chinese firms Chinese market Chinese partners Chinese party commercial competition policy concerns contract corruption costs distribution domestic firms economic employees equipment establishment expatriates export factors FIEs firms in China foreign direct investment foreign enterprises foreign firms foreign investors foreign managers Fred Bergsten global growth Guangdong Guangzhou guanxi holding party Hong Kong hukou human resources important incentives industries International interviewees investment ISBN paper issues joint venture labor major Manufacture market structure ment negotiations officials overseas Chinese party or play percent performance requirements Policy Central practices pressure problems productivity profitability protection provincial reform regime regulations regulatory renminbi sectors self-imposed Shanghai Shenzhen staff strategy Table Tianjin tion Trade transitional United WOFE workers World Bank x-efficiency