by Chen, Shuojian. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 60-61). / ABSTRACT --- p.I / TABLE OF CONTENTS --- p.III / LIST OF CHARTS --- p.VII / LIST OF TABLES --- p.VIII / Chapter CHAPTER I: --- INTRODUCTION 一 A REVIEW OF FOREIGN INVESTMENTS IN CHINA --- p.1 / Chapter 1.1 --- "The foreign investments in China had soared in the past dozen years, but now, it levels off" --- p.1 / Chapter 1.2 --- Most of the foreign investments come from Hong Kong and Taiwan --- p.3 / Chapter 1.3 --- "Three policies toward foreign investments - deny, welcome unconditionally, and welcome conditionally" --- p.5 / Chapter 1.3.1 --- Before 1979 ´ؤ deny --- p.5 / Chapter 1.3.2 --- From 1979 to 1991 ´ؤ welcome unconditionally --- p.5 / Chapter 1.3.3 --- After 1991 - welcome conditionally --- p.6 / Chapter 1.4 --- focus on the disharmonies --- p.6 / Chapter CHAPTER II: --- DISHARMONIES IN DIRECT INVESTMENTS - THE PHENOMENA --- p.7 / Chapter 2.1 --- Hostility toward foreign investments --- p.7 / Chapter 2.1.1 --- """ Economic invasion “" --- p.7 / "“The Eight Countries' Allied Force""" --- p.8 / Chapter 2.1.2 --- """ National Dignity “" --- p.9 / """China Can Say No""" --- p.9 / """Prefect's Decision""" --- p.10 / Chapter 2.2 --- Uncooperative Attitude --- p.11 / Chapter 2.2.1 --- Joint venture forming bids are turned down --- p.11 / """Pretty daughters"" and ""ugly daughters""" --- p.11 / Le Kai ® and Kodak® --- p.12 / Chapter 2.2.2 --- Chinese enterprises repurchase the brands they once contributed to joint ventures as assets. --- p.14 / Sheng Brand ® Chrysanthemum Crystal --- p.15 / Case: MAXAM ® --- p.15 / Chapter 2.3 --- Internal Conflicts in Joint Ventures --- p.16 / Chapter CHAPTER III: --- THE CAUSE OF DISHARMONY --- p.17 / Chapter 3.1 --- "Chinese have over-expectation to foreign investment. While disappointed, some become unfriendly toward foreign investors " --- p.17 / Chapter 3.2 --- "Although foreign investments contribuie to the economic growth, its opportunity cost IS PRETTY HIGH " --- p.19 / Chapter 3.2.1 --- "Foreign investments may worsen, rather than relief the problem of unemployment " --- p.19 / Create New Market vs. Redistribute the Market Shares --- p.20 / The Myth of Export Oriented --- p.20 / 8.8% of the Employees Accounts for 19.1% of the Sales --- p.21 / A model to identify jobs created vs. jobs extinguished by foreign funded enterprises --- p.23 / Chapter 3.2.2 --- "Bypassing the tariff, it is possible for overseas enterprises to dump in China " --- p.25 / Chapter 3.2.3 --- Foreign capital and honest society --- p.27 / Chapter 3.2.4 --- Tax paid by foreign funded firms is not proportionate to their profits --- p.29 / 2+3Corporation Tax Holiday --- p.29 / Value Added Tax --- p.29 / Legal Tax Mitigation & Illegal Tax Evasion --- p.29 / Chapter 3.2.5 --- The fact that foreign-funded firms are not required to contribute appropriate proportion to social security indirectly results in social unrest --- p.33 / Chapter 3.3 --- Fraudulence in Forming Joint Ventures --- p.35 / Chapter 3.3.1 --- Equipment Overpricing --- p.35 / Chapter 3.3.2 --- Technology Overpricing --- p.35 / Chapter 3.3.3 --- Material and Components Overpricing --- p.36 / Chapter 3.3.4 --- "Land, workshop & sales network overpricing " --- p.37 / Chapter 3.3.5 --- Fraudulence in equipment importation --- p.37 / Chapter 3.3.6 --- "Both of the foreign partners and the Chinese partners can be cheaters, but it is more common that a Chinese partner is the victim " --- p.38 / Chapter 3.4 --- National Security --- p.39 / Chapter 3.4.1 --- "Foreign investment, national industries, and national security " --- p.39 / Chapter 3.4.2 --- Even civil products may have unexpected significance to national security --- p.39 / Chapter 3.4.3 --- "In case of international disputes, trade wars, or real wars, who holds the hostages? " --- p.40 / Chapter 3.5 --- The Agency Problem --- p.41 / Chapter 3.6 --- The Limited Running Time of Joint Ventures --- p.42 / Case: Zhang Xiao Quan ® --- p.42 / Chapter CHAPTER IV: --- MEASURES TO MINIMIZE THE DISHARMONIES --- p.44 / Chapter 4.1 --- Facilitate long-run view in founding joint ventures --- p.44 / Chapter 4.1.1 --- Two ways in forming joint venture --- p.44 / Chapter 4.1.2 --- To increase the stakes in a joint venture gradually --- p.45 / Chapter 4.2 --- Assign outsiders to manage the joint venture --- p.46 / Chapter 4.3 --- Localization --- p.46 / Chapter 4.3.1 --- Local sourcing --- p.47 / Chapter 4.3.2 --- Employee localization --- p.47 / Chapter 4.4 --- Adopting local brand names --- p.47 / Chapter 4.4.1 --- Case: P&G® Jiehua® andGaofuli ® --- p.48 / Chapter 4.4.2 --- Multiple brands 一 a successful strategy --- p.50 / P&G itself is a successful example in multiple brands strategy --- p.50 / The advantages of multiple brands strategy --- p.50 / Chapter 4.4.3 --- "Reasons that foreign investors refuse to adopt the Chinese brands, besides the duration of the joint ventures " --- p.51 / Case: Wine & Spirit --- p.53 / Chapter 4.4.4 --- Adopting famous local brand names --- p.57 / Under what situation Chinese brands should be kept in the joint venture --- p.57 / Case: Yale ® and Gu Li ® dual brands strategy --- p.58 / CONCLUSION --- p.59 / BIBLIOGRAPHY --- p.60

published_or_final_version / Business Administration / Master / Master of Business Administration

Ho Sau-san and Leung Wing-kee. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 72-73. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter / Chapter I --- INTRODUCTION --- p.1 / Chapter II --- BACKGROUND --- p.2 / Economic and Political Relationship Between Hong Kong and China --- p.2 / Political Unrest in China --- p.3 / Hong Kong Manufacturers' Attitudes --- p.3 / Garment and Electronic Industry --- p.4 / Chapter III --- STRUCTURED AND UNSTRUCTURED INTERVIEWS --- p.7 / "Unstructured Interviews with Investment Advisors, General Traders" --- p.7 / Structured Interviews with Top Executives of the Glorious Sun Group --- p.9 / Structured Interviews with Director of Gold Peak Industries (Holdings) Ltd. - Chairman of the Electronics Sector in the Federation of Industries 1987-1988 --- p.10 / Chapter IV --- LITERATURE SURVEY --- p.13 / Definition of Political Risk --- p.13 / Measuring Political Risk --- p.14 / Classification of Political Risk --- p.15 / Managing Political Risk --- p.17 / Chapter V --- THEORETICAL FRAMEWORK --- p.20 / Chapter VI --- HYPOTHESIS --- p.23 / Chapter VII --- RESEARCH DESIGN DETAILS --- p.26 / Type and Nature of Study --- p.26 / Study Setting and Time Horizon --- p.26 / Unit of Analysis --- p.26 / Chapter VIII --- POPULATION AND SAMPLE --- p.28 / Chapter IX --- SAMPLING METHOD --- p.30 / Chapter X --- DATA COLLECTION METHOD --- p.32 / Method --- p.32 / Questionnaire Design --- p.32 / Procedures --- p.34 / Results of Pretest --- p.34 / Revision to the Method of Data Collection --- p.35 / Chapter XI --- INTERVIEW RESULTS --- p.37 / Chapter XII --- ANALYSIS OF RESULTS --- p.40 / Difference in Strategies Pursued between the Garment and Electronics Industries --- p.40 / Difference between Short Term and Long Term Strategies --- p.44 / Difference in Strategies between Small and Large Manufacturers --- p.46 / Chapter XIII --- GENERAL ATTITUDES OF HONG KONG MANUFACTURERS TOWARDS POLITICAL RISK --- p.48 / One-country Two-systems Concept --- p.48 / """Open Door"" Policy of China" --- p.48 / Special Situation of China --- p.48 / Transfer Risk --- p.50 / Chapter XIV --- WHAT BUSINESS STRATEGIES HOHG KONG MANUFACTURERS WILL PURSUE --- p.51 / Problems or Difficulties Faced by Hong Kong Electronics Manufacturers --- p.51 / Strategies to be. Pursued by Hong Kong Electronics Manufacturers --- p.51 / Problems or Difficulties Faced by Hong Kong Garment Manufacturers --- p.53 / Strategies to be pursued by Hong Kong Garment Manufacturers --- p.53 / Chapter XV --- CONCLUSIONS --- p.55 / APPENDIX --- p.60 / BIBLIOGRAPHY --- p.72

Thesis (MComm)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The signing of the US-China bilateral trade agreement in November 1999 paved the way for the People's Republic of China (hereafter China) to ascend to World Trade Organisation as a member. China's bid to become part of the World Trade Organisation (WTO) renewed foreign investor interest after a decade of growth in foreign direct investment (FDI) in China. An analysis of FDI to China confirms that foreign firms take an evolutionary approach to enter the Chinese market place. Since the opening of the economy to foreign investors in 1978, foreign enterprises shifted their utilisation of entry modes from contractual joint ventures (CJV), to equity joint ventures (EJV) and since 1994 many entered China without the help of a local partners through wholly foreign owned enterprises (WFOE's). Problems and frustration with joint venture partners gave rise to the growth in WFOE's. However EJV's are still superior in profitability and market share to the WFOE. Foreign investors need guidance in selecting the most appropriate entry mode. However, entry mode frameworks and models offered in literature are contradictory and fragmented. Entry mode alternatives in China can be represented on a continuum of control. CJV's and minority EJV's represent the lowest level of control or ownership while the WFOE, the highest level of control. This study proposes that the entry mode decision can evaluated in terms of the level of ownership that a foreign investor should adopt in a foreign invested enterprise (FIE). Turning to the theoretical foundations of entry mode choice, the transaction cost-, eclectic-. resource based -, strategic behaviour -, institutional- and evolutionary theories are integrated into a framework from which entry mode can be considered. From its theoretical foundations entry mode determinants are reviewed and propositions made regarding the impact of each determinant on the ownership level in a FIE. A review of and application of the framework to the Chinese business environment resulted in the market entry mode decision framework for foreign investors in China (MEMOFFIC). The MEMDFFIC suggest a phased external-, internal-, partner and project analysis when considering entry mode choice. China's high market potential, experience in attracting FDI as well as high level of opportunism and weak intellectual property protection are proposed to motivate foreign investors to adopt high ownership levels when entering into China. / AFRIKAANSE OPSOMMING: Die ondertekening van 'n bilaterale handelsooreenkoms deur die VSA en China in November 1999 het die weg gebaan vir die Volksrepubliek van China (hierna "China" genoem) om lidmaatskap van die Wêreldhandelsorganisasie (WHO) te verkry. China se pogings tot deelname aan die Wêreldhandelsorganisasie het die belangstelling van buitelandse beleggers laat opvlam na 'n dekade van groei in direkte buitelandse belegging in China. 'n Ontleding van direkte buitelandse belegging in China bevestig dat buitelandse firmas 'n evolusionêre benadering volg om tot die Chinese mark toe te tree. Sedert die oopstelling van die ekonomie vir buitelandse beleggers in 1978 het buitelandse ondernemings hul toetreemeganismes verskuif van kontraktuele gesamentlike ondernemings na ekwiteit gesamentlike ondernemings, en sedert 1994 het talle van hulle China binnegegaan sonder die hulp van plaaslike vennote deur middel van ondernemings ten volle in buitelandse besit. Dit was probleme en frustrasies met vennote in gesamentlike ondernemings wat tot die uitbreiding van laasgenoemde tipe ondernemings gelei het. Tog is billike gesamentlike ondernemings nog steeds winsgewender as ondernemings ten volle in buitelandse besit en geniet ook 'n groter markaandeel. Buitelandse beleggers het 'n behoefte aan praktiese leiding in die keuse van die geskikste toetreemeganisme, aangesien toetreeraamwerke en -modelle wat in die literatuur voorgehou word, mekaar dikwels weerspreek en ook gefragmenteer is. Daar is wel toetreevlakalternatiewe in China op 'n kontinuum van beheer. Kontraktuele gesamentlike ondernemings en kleiner ekwiteit gesamentlike ondernemings verteenwoordig die laagste vlak van beheer of eienaarskap, terwyl daar by die ondernemings ten volle in buitelandse besit die hoogste vlak van beheer bestaan. In hierdie studie word voorgestel dat die toetreevlak besluit geëvalueer kan word ingevolge die vlak van eienaarskap wat 'n buitelandse belegger behoort te aanvaar in 'n buitelandse beleggingsonderneming. Wat betref die teoretiese grondslag van keuse van toetreevlak, word die transaksiekoste-, eklektiese, bron-, strategiesegedrag-, institusionele en evolusionêre teorieë geïntegreer in 'n raamwerk vanwaar toetreevlak oorweeg kan word. Vanuit die teoretiese grondslag word toetreevlakdeterminante geëvalueer en voorstelle gemaak oor die impak van elkeen op die eienaarskapvlak in 'n buitelandse onderneming. 'n Oorsig en toepassing van die raamwerk op die Chinese sake-omgewing het gelei tot die marktoetreevlak-besluitnemingsraamwerk vir buitelandse belegg.ers in China. Volgens die raamwerk word voorgestel 'n gefaseerde eksterne, interne, vennoot- en projekanalise wanneer die manier van toetrede oorweeg word. China se hoë markpotensiaal, ervaring van die lok van direkte buitelandse belegging asook hoë vlak van opportunisme en swak beskerming van intellektuele eiendom moet gesien word as aansporing vir buitelandse beleggers om by toetrede tot China hoë vlakke van eienaarskap te aanvaar.

by Fong Chi-leung Sunny & Tang Chak-kin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 85-88). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF ILLUSTRATION --- p.vii / ACKNOWLEDGEMENTS --- p.viii / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Characteristics of the China Labour Market --- p.1 / Problems Encountered by Foreign Companies in PRC --- p.2 / Challenges to Human Resources Practitioners in China --- p.3 / Objectives of the Project --- p.4 / Chapter II. --- METHODOLOGY --- p.7 / Target Population --- p.7 / Research Process --- p.9 / Structure of the Questionnaire --- p.9 / Chapter III. --- LEGAL FRAMEWORK OF LABOUR MANAGEMENT IN CHINA --- p.11 / National Laws and Regulations --- p.11 / Provincial Regulations --- p.13 / SEZ Regulations --- p.13 / Enforcement of Law --- p.15 / Chapter IV. --- CURRENT PERSONNEL PRACTICES - RESEARCH FINDINGS --- p.16 / Establishment of the Personnel Function --- p.16 / Job Analysis --- p.16 / Recruitment --- p.17 / Promotion Policy --- p.20 / Remuneration & Benefits --- p.21 / Performance Management --- p.25 / Employee Communications & Welfare --- p.26 / Training & Development --- p.27 / Role of the Personnel Department --- p.29 / Chapter V. --- PROBLEMS & ISSUES --- p.30 / Role of Personnel --- p.30 / Market Intelligence --- p.31 / Recruitment --- p.33 / Salary Increase --- p.37 / Benefits Policy --- p.38 / Training & Development --- p.39 / Attitude of the China Government --- p.40 / Mentality of People --- p.42 / Labour Relations --- p.43 / Chapter VI. --- COMPARISON WITH HONG KONG PERSONNEL PRACTICES --- p.44 / General --- p.44 / Job Analysis --- p.45 / Recruitment --- p.45 / Localisation Policy & Brain Drain --- p.47 / Remuneration & Benefits --- p.48 / Employee Relations & Welfare --- p.50 / Role of Personnel Management --- p.53 / Chapter VII. --- RECOMMENDATIONS AND CONCLUSION --- p.55 / Role of Personnel in PRC Business --- p.55 / Market Intelligence --- p.56 / Close Relationship with Relevant Parties --- p.57 / Targeted Selection --- p.57 / Remuneration --- p.58 / Housing Benefits --- p.60 / Training & Development --- p.62 / Performance Management --- p.64 / Labour Relations --- p.64 / Conclusion --- p.65 / APPENDICES --- p.68 / Chapter I --- LIST OF TARGET COMPANIES --- p.68 / Chapter II --- QUESTIONNAIRE --- p.69 / Chapter III --- COVER LETTER --- p.83 / Chapter IV --- MAIN BODY OF NATIONAL LEGISLATIONS --- p.84 / BIBLIOGRAPHY --- p.85

University of Macau / Faculty of Business Administration / Department of Management and Marketing

published_or_final_version / Real Estate and Construction / Doctoral / Doctor of Philosophy

University of Macau / Faculty of Business Administration / Department of Management and Marketing