by Tsang Tze-kon. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 50-51). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.v / ACKNOWLEDGEMENT --- p.vii / CHAPTER / Chapter 1. --- INTRODUCTION / Chapter 1.1 --- Technology-based Products --- p.1 / Chapter 1.2 --- Computer-Aided Design & Computer-Aided Manufacturing (CAD/CAM) --- p.2 / Chapter 1.3 --- Research Objectives --- p.3 / Chapter 2. --- LITERATURE REVIEW / Chapter 2.1 --- Characteristics of High-Technology Market --- p.4 / Chapter 2.2 --- Non-technical Approach to Marketing High-Tech --- p.5 / Chapter 2.3 --- Importance of Pre-Sale & Post-Sale Services --- p.7 / Chapter 2.4 --- Technical Life Cycle --- p.7 / Chapter 2.5 --- Innovation-Driven versus Market-Driven --- p.9 / Chapter 2.6 --- Product Positioning of Technology-based Products --- p.10 / Chapter 2.7 --- Country -of- Origin Issue --- p.12 / Chapter 3. --- RESEARCH METHODOLOGY / Chapter 3.1 --- Exploratory Research --- p.14 / Chapter 3.2 --- Descriptive Research --- p.14 / Chapter 4. --- FINDINGS / Chapter 4.1 --- Case Studies --- p.16 / Chapter 4.1.1 --- Company C / Chapter 4.1.2 --- Prima Design System Ltd. / Chapter 4.1.3 --- Splineware Graphics Systems Co. Ltd. / Chapter 4.2 --- Findings of Survey & Data Analysis --- p.29 / Chapter 4.2.1 --- Sample Characteristics / Chapter 4.2.2 --- Factors Affecting Buying Decision / Chapter 4.2.3 --- Country -of- Origin Issue / Chapter 5. --- DISCUSSION / Chapter 5.1 --- Marketing Strategy of Company C --- p.31 / Chapter 5.2 --- Marketing Strategy of Prima Design Systems Ltd. --- p.33 / Chapter 5.3 --- Marketing Strategy of Splineware Graphics Systems Co. Ltd. --- p.35 / Chapter 5.4 --- Role of the Hong Kong Industrial Technology Centre Corporation --- p.36 / Chapter 5.5 --- Limitations of Case Studies --- p.37 / Chapter 5.6 --- Limitations of Questionnaire Survey --- p.38 / Chapter 5.7 --- Country-of-Origin Issue --- p.39 / Chapter 5.8 --- Future of Technology-based Companies in Hong Kong --- p.40 / Chapter 6. --- RECOMMENDATIONS & CONCLUSIONS / Chapter 6.1 --- Recommendations --- p.42 / Chapter 6.2 --- Conclusions --- p.43 / APPENDICES / Appendix A: Questionnaire for Case Study --- p.44 / Appendix B: Questionnaire for Descriptive Research --- p.46 / Appendix C: Survey Findings --- p.48 / BIBLIOGRAPHY --- p.50

by Chen Wai Sze, Catriona, Fok Yu Chun, Eugene. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 39-41). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGEMENT --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objectives --- p.2 / Methodology --- p.3 / Chapter II. --- CULTURE AND MANAGEMENT IN U.S. AND H.K --- p.4 / Background --- p.4 / Hong Kong Situation --- p.4 / Silicon Valley Situation --- p.5 / HK Culture vs US Culture --- p.6 / Tech Culture in Silicon Valley --- p.7 / Hong Kong Culture --- p.11 / Management in U.S. vs. Management in Hong Kong --- p.12 / Stewardship vs. Entrepreneur ship --- p.12 / Organization Structure and Work Environment --- p.12 / Research and Development --- p.13 / Human Resources Management --- p.14 / Process of Decision Manking --- p.15 / Chapter III. --- CORPORATE STRATEGY AND INNOVATION STRATEGY MANAGEMENT --- p.16 / Corporate Strategy Management --- p.16 / Establish Uniqueness in Forming Corporate Strategy --- p.16 / Continually Explore New Future Strategies --- p.17 / Managing the Dual Strategy --- p.20 / Conclusion of Corporate Strategy Management --- p.21 / Innovation Strategy --- p.21 / Competitive Strategy vs. Value Innovation --- p.22 / Identifying Innovations --- p.24 / Conclusion of Innovation Strategy --- p.25 / Chapter IV. --- CASE ILLUSTRATIONS --- p.26 / U.S. Cases --- p.26 / A US High Technology Firm Specializes in Semi- conductor --- p.26 / "Technology Deployment International, Inc" --- p.27 / H.K. Cases --- p.28 / Gohome.com.hk --- p.28 / Wellfit Information Technology Limited --- p.29 / Chapter V. --- LESSONS TO BE LEARNED FOR THE HONG KONG COMPANIES --- p.32 / Develop a Tech Culture --- p.32 / Treasure Good People --- p.32 / Encourage Constant Learning --- p.33 / Encourage Enterpreneurship --- p.33 / Speed Up Decision Making Process --- p.33 / Informal Work Environment --- p.34 / Corporate Strategies --- p.34 / Innovation Strategies --- p.34 / Chapter VI. --- CONCLUSION --- p.36 / Chapter VII. --- RECOMMENDATIONS --- p.37 / Education --- p.37 / Patent Issue --- p.37 / Government not to Compete with Local Firms --- p.38 / Tax Deduction --- p.38 / BIBLIOGRAPHY --- p.39

This study explores the creation of the control system in a hi-tech corporation that seeks to be modern and efficient, to see how managers create a new managerial system by combining Western theories with the Chinese context. All social action is constituted by a multiplicity of discourses and meanings. Understanding this action requires knowledge of the ways in which people in specific circumstances connect these discourses and negotiate their complex meanings. Here the concept of organizational culture is seen as a process rather than a stable structure or system. This case study views corporate management as a complex and uneven historical process that entails heterogeneous cultural practices shaped by diverse meanings, sentiments, and representations. In the study I find the managerial practice is presented and constructed through the manipulation, interpretation, and discourse of socio-cultural meanings. Thus it concludes that the managerial practice in the hi-tech company actually involves the integration of a constructed cultural tradition with an idealized managerial modernity. / This study explores the socio-cultural meanings behind the managerial behavior of the hi-tech corporation and how it is presented and practiced in people's daily-life. As a kind of social phenomenon, managerial control and management's attempt to seek the commitment of employees towards the organizations is universal, but in daily practice, it takes on different forms and content due to the different cultural context. This study can help better understand how China's socio-cultural traditions influence the managerial practice and the cultural discourse in contemporary Chinese corporations. / This thesis is an ethnographic study of the organizational behavior and managerial culture in China's Silicon Valley, Zhongguancun Hi-Tech Park, located in northwestern Beijing. It focuses on one corporation to explore how a scientific, effective and standardized managerial system is being created, interpreted and practiced. The study is based upon nearly one year of fieldwork in two corporations that manufacture mobile communication equipment. / 田宏亮. / Adviser: Joseph Rosco. / Source: Dissertation Abstracts International, Volume: 70-09, Section: A, page: . / Thesis (doctoral)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (p. 219-231). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in Chinese and English. / School code: 1307. / Tian Hongliang.