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Due to the interest of the fast growing economic entity, China, this thesis presents the results of investigation of the development of quality and operations management practices in foreign direct investments (FDI) in China. The objectives of this research were to draw up a map for the establishment of the management system especially the quality management system (QMS) in FDIs, and characteristics of host culture and business environment. . This research was mainly supported by the results of case studies, and partly supported by the results of questionnaire survey as triangulation approach. Eleven companies were interviewed and observed as case studies to obtain the insight into the development and practices of QMS and quality management, the role of overseas Chinese (particularly Taiwanese), business environment and the impact of host culture, local employees and social norms. Based on the background introduction of the economic development in China, this empirical study revealed the important factors of foreign parent enterprise (FPE), expatriate managers, host culture, which had great impact on the development of QMS and operations management and practice. This research also explored the characteristics of local employees and partner, social norms, influence from local business environment in terms of the political impact and performance of local suppliers. The phenomena of ISO application, and relevant encountered obstacles and reflecting solutions during the development and practices of QMS and operations management were also described. The findings from the fieldwork provided some insights to enhance the map of the development and implementation of QMS and operations management for intemationaljoint ventures (JVs) and wholly foreign owned enterprises (WFOEs) in China. Therefore, there are two theory models proposed for the explanations of the culture and management issues and the development of the QMS system respectively, and thus of values for practical implication. Furthermore, this research provided the following contributions: • An extension of the theory model for decision-making regarding investment type and future strategy of ownership • An update to the current literature in characteristics of social norm and local employees, potential difficulties and problems in the business environment. • Advantages of overseas Chinese (Taiwanese) expatriate managers to manage the culture difference. • Empirical evidence that Chinese partners in JVs tend to hold short-term oriented attitudes to business performance.

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