<p>The world-wide globalisation that has taken place during the past decades has led to more Multinational Enterprises (MNEs) choosing to relocate some parts of their organisation to other countries. China, which is in command of the world’s lowest-cost manufacturing plants, is the first destination for MNEs. Although China presents a great opportunity for MNEs, this investment does not come without its difficulties, MNEs wishing to invest in China are confronted with certain challenges. MNEs are faced with dealing with the notable differences in Western and Chinese business culture. One particular difference is related to intercultural communication between western managers and Chinese managers. The theory of low context and high context cultures states that the Chinese communicate indirectly and Western countries directly.</p><p>The main purpose of this research is to find out if the Chinese manager, after obtaining experience negotiating with foreign managers from low context cultures, adopts a more direct communication style. The purpose of this research is to answer the following question:</p><p>Does the Chinese manager have a preference for direct or indirect communication when negotiating with foreign managers?</p><p>The following hypotheses were stated:</p><p>Ho: Chinese managers prefer direct communication during business negotiations with foreign managers.</p><p>Ha: Chinese managers prefer indirect communication during business negotiations with foreign managers</p><p>A quantitative method with a positivistic epistemology was used for the research. Quantitative research is an exploratory study with a deductive approach and therefore the most appropriate method for this research was a survey. A survey was chosen for data collection and a questionnaire based on the research model was developed and used as the survey instrument to collect data from the target group.</p><p>The target group was stated as Chinese managers with at least three years work experience, fluent in English and with experience in negotiations with managers from cultures considered as low-context cultures such as Germany, Sweden and the United States of America.</p><p>The target group was selected from the MBA programs at Fudan University.</p><p>The SPSS program was utilised to analyse the responses and to test the hypothesis. Numeric values were assigned to each of the responses, with 5 being the most direct and 1 being the most indirect. The scale was appropriately reversed for negative questions.</p><p>Descriptive statistics were obtained about distribution, variability and central tendency of the variables. t tests were applied to compare group means. Furthermore, a regression analysis was conducted to estimate a linear relationship between direct communication and the lack of miscommunication showed by the descriptive test. All tests were conducted at a 95% confidence level.</p><p>The result of the hypothesis test indicated that Chinese managers have preference towards direct communication when conducting business negotiations with foreign managers.</p>

The world-wide globalisation that has taken place during the past decades has led to more Multinational Enterprises (MNEs) choosing to relocate some parts of their organisation to other countries. China, which is in command of the world’s lowest-cost manufacturing plants, is the first destination for MNEs. Although China presents a great opportunity for MNEs, this investment does not come without its difficulties, MNEs wishing to invest in China are confronted with certain challenges. MNEs are faced with dealing with the notable differences in Western and Chinese business culture. One particular difference is related to intercultural communication between western managers and Chinese managers. The theory of low context and high context cultures states that the Chinese communicate indirectly and Western countries directly. The main purpose of this research is to find out if the Chinese manager, after obtaining experience negotiating with foreign managers from low context cultures, adopts a more direct communication style. The purpose of this research is to answer the following question: Does the Chinese manager have a preference for direct or indirect communication when negotiating with foreign managers? The following hypotheses were stated: Ho: Chinese managers prefer direct communication during business negotiations with foreign managers. Ha: Chinese managers prefer indirect communication during business negotiations with foreign managers A quantitative method with a positivistic epistemology was used for the research. Quantitative research is an exploratory study with a deductive approach and therefore the most appropriate method for this research was a survey. A survey was chosen for data collection and a questionnaire based on the research model was developed and used as the survey instrument to collect data from the target group. The target group was stated as Chinese managers with at least three years work experience, fluent in English and with experience in negotiations with managers from cultures considered as low-context cultures such as Germany, Sweden and the United States of America. The target group was selected from the MBA programs at Fudan University. The SPSS program was utilised to analyse the responses and to test the hypothesis. Numeric values were assigned to each of the responses, with 5 being the most direct and 1 being the most indirect. The scale was appropriately reversed for negative questions. Descriptive statistics were obtained about distribution, variability and central tendency of the variables. t tests were applied to compare group means. Furthermore, a regression analysis was conducted to estimate a linear relationship between direct communication and the lack of miscommunication showed by the descriptive test. All tests were conducted at a 95% confidence level. The result of the hypothesis test indicated that Chinese managers have preference towards direct communication when conducting business negotiations with foreign managers.

With the economic and technology development, International Corporation amongcountries becomes increasingly popular. All countries become an entire unit, thereforeunderstanding among different cultures is important. Different cultural backgroundleads to different management style. The cultural diversity is needed to cooperateglobally. Chinese management style and Swedish management style has its owncharacteristics. Study the differences between these two different management stylescan offer an opportunity for understanding each other.The purpose of this thesis is to compare and analyze the differences between Chinesemanagement style and Swedish management style. Empirical data is collected fromindividual interviews with five Chinese employees who work in Sweden and underSwedish manager.The result of the study reveals that Swedish management style is people-oriented,empowerment and small hierarchy. Swedish manager achieve their goal by “loose”management while Chinese manager is more in control and focus on relationshipbuilding between manager and employees.

文化的差異對於管理的成效有很重要的影響，領導者居組織的中心地位，對於組織的成敗更責無旁貸。本論文屬於中國式管理的一部份，重點即是在探討中國文化中最具影養力的儒､道兩家哲學思想中所展現之理想領導型態。文分四章：第一章闡釋文化對管理之重要性，第二章與第三章分別就儒､道兩家的修養方式､人格特性､理想領導型態及政治理想進行闡釋。結論部份對儒､道兩家的思想作一比較，並對後續研究者做建議。本文研究結果指出儒家理想之領導型態，是以『正名』為基礎而發展出之『德治』與『禮治』之領導原則。道家理想之領導型態是『無為』，而其要旨則在『嗇』這個觀念。

Thesis (MA (Political Science. International Studies))--University of Stellenbosch, 2006. / This study examines, broadly put, why the banking sector in China has not performed as well as other sectors of the economy when compared to international competitors, given that the economy as a whole has been performing so exceptionally at the time of writing and has been for the past two decades. The investigation examines reforms over the past twenty-six years to provide background to the issue as well as taking a view on the Chinese accession to the World Trade Organisation in 2001, providing analysis as to the effects of this accession as well as viewing the undertakings China has made, in general and specific to the banking sector, in terms of World Trade Organisation membership. The methodology employed is descriptive and explanatory in nature and information is sourced from existing academic writing as well as from banking industry publications and research. The source of information for the study is mainly of a qualitative nature, including historical and historical comparative information. Furthermore, the research forms applied research in that it seeks to bring together previous basic and exploratory research in order to identify specific problems and present potential solutions. Findings in the research include the burdensome effects of state-owned enterprises on the banking sector’s largest constituents, problematic aspects of endemic non-performing loans and a culture of lapsing debt in China as well as problems regarding political interference in the banking sector by the state and local authorities. Further problems identified include reporting and supervisory concerns, taxation treatment problems and a lack of risk-based commercial lending criteria in big Chinese banks. Analysis is provided into the effect of current and past restrictions in the sector, the development and reform model China is using to globalise its banks and the 2005 investment surge into China’s bank. Recommendations are made regarding the foreign ownership of the Chinese banking sector, state recognition of bad-debts as state loans, debt-management through asset management companies and reform of the state-owned enterprises and the problems inherent to this initiative. Finally, recommendations as to the role of the regulator and the challenge of political will are highlighted.

Hang, Zheng. / Thesis submitted in: October 2007. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2008. / Includes bibliographical references (leaves 122-131). / Abstracts in English and Chinese. / ABSTRACT --- p.2 / CHINESE ABSTRACT --- p.3 / ACKNOWLEDGMENTS --- p.4 / TABLE OF CONTENTS --- p.6 / LIST OF TABLES --- p.8 / LIST OF FIGURES --- p.9 / Chapter CHAPTER 1 --- INTRODUCTION --- p.10 / Chapter 1.1 --- Research Objectives --- p.10 / Chapter 1.2 --- China as the Strategic Research Site --- p.12 / Chapter 1.3 --- Organization of this Thesis --- p.15 / Chapter CHAPTER 2 --- LITERATURE REVIEW --- p.17 / Chapter 2.1 --- Classic Strategic Categories --- p.17 / Chapter 2.1.1 --- Generic Competitive Strategies --- p.17 / Chapter 2.1.2 --- Growth Vector --- p.19 / Chapter 2.1.3 --- Summary --- p.20 / Chapter 2.2 --- Disruptive Innovation Strategy --- p.20 / Chapter 2.2.1 --- Blue Ocean Strategy --- p.20 / Chapter 2.2.2 --- Disruptive Innovation --- p.22 / Chapter 2.2.3 --- Low-end encroachment --- p.29 / Chapter 2.2.4 --- Summary --- p.31 / Chapter 2.3 --- Diversification Strategy --- p.32 / Chapter 2.4 --- Developing Country Multinationals --- p.35 / Chapter 2.4.1 --- Latecomers' Strategy --- p.36 / Chapter 2.4.2 --- The Bottom of the Pyramid --- p.38 / Chapter 2.4.3 --- Market Structure in Developing Countries --- p.40 / Chapter 2.4.4 --- Country of Origin Effect --- p.41 / Chapter 2.4.5 --- Summary --- p.42 / Chapter 2.5 --- Chapter Summary --- p.43 / Chapter CHAPTER 3 --- THEORETICAL FRAMEWORK AND HYPOTHESES --- p.45 / Chapter 3.1 --- Theoretical Framework --- p.46 / Chapter 3.2 --- Hypotheses and Proposition --- p.49 / Chapter CHAPTER 4 --- METHODOLOGY --- p.55 / Chapter 4.1 --- Quantitative Methods --- p.55 / Chapter 4.2 --- Qualitative Methods --- p.62 / Chapter CHAPTER 5 --- RESULTS --- p.64 / Chapter 5.1 --- Quantitative Results --- p.64 / Chapter 5.1.1 --- Descriptive Statistics --- p.64 / Chapter 5.1.2. --- Tests of Hypotheses --- p.68 / Chapter 5.2 --- Qualitative Results --- p.72 / Chapter 5.2.1 --- Haier Group --- p.73 / Chapter 5.2.1 --- Galanz --- p.79 / Chapter 5.2.3 --- Geely --- p.83 / Chapter 5.2.4 --- Huawei --- p.89 / Chapter CHAPTER 6 --- DISCUSSION AND CONCLUSION --- p.95 / Chapter 6.1 --- Discussion --- p.95 / Chapter 6.2 --- Implications --- p.103 / Chapter 6.2.1 --- Implication for Theory --- p.103 / Chapter 6.2.2 --- Implication for Research --- p.105 / Chapter 6.2.3 --- Implication for Practice --- p.106 / Chapter 6.3 --- Limitations and Future Research --- p.118 / Chapter 6.4 --- Conclusion --- p.120 / REFERENCE --- p.122 / APPENDIX 1. LIST OF IDENTIFIED 60 COMPANIES --- p.132 / APPENDIX 2. STRATEGIES RATING SHEET --- p.134 / APPENDIX 3. COMPANY CODE --- p.155 / APPENDIX 4. STRATEGY RATINGS OF SAMPLE COMPANIES --- p.156