A Descriptive Analysis on Comparing the Decision Styles of American, Japanese and Chinese Business Leaders

2013 ◽  
Author(s):  
Muhammad Hussein Noure Elahi
Keyword(s):  
Descriptive Analysis ◽  
Business Leaders ◽  
Chinese Business ◽  
Decision Styles

EYE ON CHINA

2014 ◽  
Vol 18 (02) ◽  
pp. 21-29
Keyword(s):  
Joint Venture ◽  
Green Energy ◽  
Business Leaders ◽  
Antibody Treatment ◽  
Chinese Business ◽  
Scientific Corporation ◽  
Peking University ◽  
Business In China ◽  
New Research

Hepalink signs agreement to acquire Scientific Protein Laboratories. Yasheng Group joint venture with IBC International LLC to form Angel Star Nutrition LLC. Zynex signs distribution agreement for China market. Tao Li of China Green Agriculture, receives the honor of “Future Chinese Business Leaders”. Yingli Green Energy enters joint venture with Datong Coal Mine Group. Elekta wins public tender to deliver cancer care solutions to China. Stellar Biotechnologies Announces Collaboration with Amaran Biotechnology, Inc. TaiGen Biotechnology signed exclusive license agreement with R-Pharm for nemonoxacin (Taigexyn). Eddingpharm acquires global rights to oncology assets, including Telatinib, from ACT Biotech. BioLineRx and JHL Biotech to collaborate on Type 1 diabetes antibody treatment. Bayer and Peking University establish new research center for translational research and drug discovery in Beijing. Microport Scientific Corporation and Sorin Group sign joint venture agreement for cardiac rhythm management business in China. Epigenomics signs licensing and supply agreement with Kindstar for Epi proLung in China. Abcam to open office in Shanghai, China.

scholarly journals Corporate Ethics: China vs. USA

2011 ◽  
Vol 6 (2) ◽  
Author(s):  
Peng S. Chan ◽  
Dennis Pollard ◽  
Shirley Chuo
Keyword(s):  
Business Leaders ◽  
Corporate Ethics ◽  
Chinese Market ◽  
Human Relationships ◽  
Cultural Perspectives ◽  
Chinese Business ◽  
Child Policy ◽  
Self Interest ◽  
Major Argument ◽  
Business Exchange

Fairness is one of the basic aspects of business exchange. Ethics are principles used to establish fairness. This study will look at background and origins for different American and Chinese ethical beliefs. It is important for U.S. and Chinese firms to understand each others cultural perspectives, especially as the Chinese market opens up. Methods to resolve ethical conflict will be reviewed. Business agents from both cultures can relate and deal with each other if they have the knowledge, skills, and patience to do so. This study builds on prior research that suggests that younger Chinese are more concerned with profit than with abiding by regulations or adhering to corporate ethics. The major argument of this study is that future Chinese business leaders, born after Chinas one-child policy was implemented in 1979, will be primarily concerned with self-interest and making decisions that will benefit them individually. Guanxi (interpersonal connections or human relationships), corporate ethics and social responsibility (CESR) beliefs will be reduced in importance and influence. American managers should incorporate this information when formulating a China strategy.

scholarly journals Big Business and Cadre Management in China

2021 ◽  
Vol 39 (2) ◽  
pp. 53-76
Author(s):  
Kjeld Erik Brødsgaard ◽  
Kasper Ingeman Beck
Keyword(s):  
Political System ◽  
Executive Leadership ◽  
Career Pathways ◽  
Business Leaders ◽  
Big Business ◽  
Party Government ◽  
Political World ◽  
Chinese Business ◽  
Iron Triangle ◽  
Leading Cadres

Leading cadres in China are subject to rotation. An interesting form of rotation takes place between big business and the political world. That means one fifth of China’s governors and vice governors have a business background as heads of one of China’s large State-Owned Enterprises (SOEs). How this takes place and which qualifications the involved business leaders possess are shrouded in mystery. Based on prosopographical studies of Chinese business leaders who have participated in the Chinese Executive Leadership Program (CELP), this article attempts to open the black box. The study examines the career pathways of CELP participants in Party, government and business positions. The study shows that 84 of the 261 CELP SOE participants (2005-2018) were subsequently promoted, and 20 of these promotions were from SOEs to leading Party and government positions. In some cases, former business leaders became Party secretaries in important provinces or ministers in key ministries. The article also argues that Chinese business leaders have managed to keep their administrative ranking in the Chinese nomenklatura system. In fact, Chinese business leaders are quasi officials (zhun guan) and form an important recruitment base for leadership renewal. As such, the article suggests that the rotation of cadres within the ‘Iron Triangle’ of Party–government–business constitutes the main unifying and stabilising factor in the Chinese political system.

The Power of Money: Chinese Investments and Financialization in an Asian Hinterland

2021 ◽  
pp. 000276422110200
Author(s):  
Hasan H. Karrar
Keyword(s):  
Social Networks ◽  
Joint Venture ◽  
Business Leaders ◽  
Cautionary Tale ◽  
Public Officials ◽  
Chinese Business ◽  
North Pakistan ◽  
Silk Route ◽  
Implicit Power ◽  
Local Leaders

In February 2002, a Chinese State-Owned Enterprise (SOE), Sinotrans Xinjiang, partnered with a local Pakistani collective, the Silk Route Dry Port Trust, to finance and operate a dry port in mountainous north Pakistan. Given minimal overland trade between China and Pakistan, this was an unlikely place for investment by a subsidiary of one of China’s largest SOEs. Individuals who commanded extensive social networks and possessed local knowledge were instrumental in brokering the joint venture. Brokers both Chinese and Pakistani leveraged the implicit power of money to create a new institution, the dry port joint venture, that helped normalize the presence and operations of Chinese business leaders in north Pakistan. The joint venture also enabled Pakistani strongmen to exert their control over local land and draw funds from a public bank, activities that ultimately undermined the joint venture itself. This episode is more than just a cautionary tale of an unsuccessful joint venture between a Chinese SOE and local partners. The episode highlights how, in an epoch of transnational financialization, money empowered local leaders, public officials, and official organizations to engage in and indeed benefit from loss-making activities that combine both regular and irregular processes.

Exploring mechanisms of outstanding business leadership facing transitioning environment: a life-narrative perspective

2020 ◽  
Vol 41 (3) ◽  
pp. 415-430
Author(s):  
Junjun Cheng ◽  
Yong Su
Keyword(s):  
Transition Economy ◽  
Self Regulation ◽  
Business Leaders ◽  
Life Narrative ◽  
Content Type ◽  
Chinese Business ◽  
Narrative Perspective ◽  
Critical Leadership ◽  
Underlying Mechanisms ◽  
Outstanding Leadership

PurposeThrough a life-narrative perspective, this research seeks to reveal the underlying mechanisms driving and sustaining outstanding leadership among top Chinese business leaders in a transitioning environment.Design/methodology/approachThe authors extracted primary thematic patterns of leadership activities by analyzing the qualitative data collected from in-depth semistructured interviews with 17 top business leaders in China.FindingsResults revealed four major activities through which leaders can effectively lead their organizations toward a long-term growth, that is, balancing relationship with government, leveraging market uncertainties, reinventing and consolidating the organization and self-regulation and adaptation.Originality/valueThe findings explain how outstanding leadership can emerge in a typical transition economy through multidexterity in critical leadership activities and shed light on developing a contextually relevant theory of outstanding leadership.

scholarly journals How Does Culture Matter? The Xin (Heart-Mind)-based Social Competence of Chinese Executives

2017 ◽  
Vol 13 (2) ◽  
pp. 307-344 ◽  
Author(s):  
Hongguo Wei ◽  
Diana Bilimoria ◽  
Shaobing Li
Keyword(s):  
Social Competence ◽  
Critical Incident ◽  
Business Leaders ◽  
Effective Interactions ◽  
Social Competencies ◽  
Top Executives ◽  
Chinese Business ◽  
The Individual ◽  
Individual Self ◽  
Cognitive Dimensions

ABSTRACTIn this study we explore the emotional and cognitive dimensions of Chinese business leaders’ social competence. We argue for a culturally inclusive conceptualization of leader social competence and its internal structure, which takes into account Chinese indigenous features. Data were collected by critical incident interviews from 42 top executives of small- and medium-sized private enterprises in China. A total of 302 competency episodes were included in the current study. Grounded theory was used for data analysis. The following xin (heart-mind)-based social competencies were referenced in episodes of effective Chinese competency-relevant social interactions: guanxi building and maintenance, empathy, inspiration with wisdom, empowerment and developing others, resilience, and appreciation of problem solving. Each of these competencies includes an emotional and a cognitive element and embodies dynamic interplay between the emotional and cognitive dimensions of social competence. Xin-based social competencies impact effective interactions in relational contexts that implicate the individual self, the organizational self, and their interactions. The theoretical contributions and practical implications of the findings are discussed.

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