by Chan Wing Keung, Eddie and Hui Nai Hang, Andy. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 82-83.

by Anita Mei Che Ip. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 36). / INTRODUCTION --- p.1 / BACKGROUND OF PEPSI-COLA --- p.3 / HISTORY OF PEPSI-COLA --- p.4 / PEPSICO MANAGEMENT --- p.5 / PEPSI'S GLOBAL PRESENCE & PEPSI´ةS PRESENCE IN THE ASIA-PACIFIC REGION 5 --- p.6 / NEW MARKET STRATEGY --- p.9 / SOFT DRINK INDUSTRY --- p.9 / Concentrate producers / Bottlers / Distributors / CHALLENGES TO THE SOFT DRINK INDUSTRY --- p.12 / THE CHINESE BEVERAGE INDUSTRY --- p.13 / Size and Characteristics / Joint Ventures / Government Regulations / HISTORY OF PEPSI IN CHINA --- p.16 / Bottlers/Partners / Pricing and Advertising / Investment / CHALLENGES FOR PEPSI --- p.17 / Strategy for head to head battle / WHY EQUITY JOINT VENTURES? --- p.18 / STRATEGIC RATIONALE --- p.19 / Under-exploited Market Potential in the Franchise / Window of Opportunity to Widen Gap with Coca-Cola / Profit Opportunity / BUSINESS PLAN --- p.20 / Offensive Thrust / Build Critical Mass / Sustain Leadership / CHINA VISION 2000 - STRATEGIC PRIORITIES --- p.21 / EQUITY JOINT VENTURE STRUCTURE --- p.22 / FINANCIAL IMPACT --- p.23 / CONCLUSION --- p.24 / Consequences of Conversion / Management and National Cultures / The Importance of Nationality / Mental Programming / National Character or National Cultures / Four Dimensions of National Culture / Individualism vs Collectivism / Power Distance / Uncertainty Avoidance / Masculinity vs Femininity / Some Consequences for Management Theory and Practice / Leadership / Organization / Motivation / EXHIBIT 1 - PLANT POSITIONING --- p.31 / EXHIBIT 2 - CHINA SOFT DRINKS MARKET --- p.32 / EXHIBIT 3 - CHINA BEVERAGE INDUSTRY GROWTH --- p.33 / EXHIBIT 4 - PCI AND CCI INVESTMENT --- p.34 / EXHIBIT 5 - CSD PACKAGE MARKET --- p.35 / REFERENCES --- p.36

by Hui Hon Chiu, Jeffrey. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 36-37). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.v / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / Chapter / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- INVESTMENT IN CHINA --- p.4 / Chapter 3. --- THE CARBONATED SOFT DRINK INDUSTRY IN CHINA --- p.8 / Chapter 4. --- PEPSI-COLA IN CHINA --- p.15 / GZ Bottling Plant --- p.17 / Chapter 5. --- CONFLICTS IN THE GZ BOTTLING PLANT --- p.25 / Cultural Conflicts with PRC Personnel --- p.25 / Disparity Between New and Ex-CJV Employees --- p.28 / Differences in Business Strategy --- p.29 / Chapter 6. --- CONCLUSION AND RECOMMENDATIONS --- p.32 / Selection of General Manager --- p.32 / Segregation of Chinese Party's Influence in the Joint Venture --- p.33 / Fair Treatment to New and Old Employees --- p.34 / Alignment of Business Strategy --- p.34 / BIBLIOGRAPHY --- p.36

International joint ventures (IJVs) represent a tripartite relationship in which the senior management of IJVs, local and foreign partners, may have different objectives. The divergence of interests and goals is acute given the volatile context of China. Agency theory specifies that control mechanisms could be designed to align the interests of the agents with their principals. Management control literature has suggested four major control mechanisms on human resources aspects: behavior-oriented control, outcome-oriented control, input control and self-control. / The effects of self-control on achieving financial goals are also adversely affected by the divergence of goals between partners. Lastly, trust between partners contributes positively to the achievement of both financial and non-financial goals of IJVs when the senior executives are highly experienced. Trust can also enable the partners to overcome the difficulties encountered when relying heavily on local raw material supplies. / The main theme of this research is to find out how the four control mechanisms designed for IJV senior executives could be adapted to different contextual environments facing IJVs in China in order to enhance the performance of IJVs. The role of trust is also introduced as another form of control because of the relationship-oriented nature of Chinese society. For IJVs, and the IJVs in China in particular, studies of different types of control mechanisms have not been popular. Studies linking such mechanisms with particular situations facing IJVs in China are even fewer. / Through the empirical study of 300 manufacturing IJVs and 178 Chinese parent companies located in Beijing/Tianjin, Shanghai and Guangzhou, behavior control was found to produce a positive effect on performance of those IJVs relying heavily on local raw material supplies. If the partners are culturally distant from each other, behavior control may not be appropriate. Conversely, the financial performance of IJVs is more sensitive to behavior control when their senior executives are highly experienced. / When the goals of the partners are widely divergent, outcome control may help secure better financial results. For IJVs targeting local markets, outcome control would not be appropriate in achieving financial aims. Meanwhile, input control is strongly and directly related to the achievement of both financial and non-financial objectives of IJVs. However, the effects on financial results would be dampened by the divergence of goals between partners. / Ng Wai-kit, Paul. / "May 2000." / Advisers: Mee-kau Nyaw; Chung-ming Lau. / Source: Dissertation Abstracts International, Volume: 61-08, Section: A, page: 3255. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (p. 206-221). / 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 dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in English and Chinese. / School code: 1307.

by Chan Yee-Fong and Lau Chin-Kau. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 72-76). / Questionnaires in Chinese and Japanese. / ACKNOWLEDGMENTS --- p.ii / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Overview of Sino-Japan Joint Ventures in China --- p.3 / Cultural impact on Success and Failure of Joint Ventures in China --- p.7 / Objectives of Study --- p.9 / Methodology --- p.10 / Chapter II. --- INTERCULTURAL CONFLICT MANAGEMENT --- p.14 / Concept of Culture --- p.14 / Interpersonal Conflict at Work --- p.19 / Chinese Culture and Her Conflict Management Style --- p.28 / Japanese Culture and Her Conflict Management Style --- p.33 / Chapter III. --- FINDINGS FROM THIS STUDY --- p.41 / Conflict Management Style of Current Chinese Enterprises --- p.41 / Conflict Management Style of Current Japanese Enterprises --- p.44 / Intercultural Conflict Management of Sino-Japan Joint Ventures --- p.47 / Implication for Management --- p.52 / Chapter IV. --- CONCLUSIONS --- p.55 / Summary of Findings --- p.55 / Limitations of our Study --- p.56 / Suggestions for Future Study --- p.59 / APPENDIX --- p.62 / BIBLIOGRAPHY --- p.72

by Tong Kwok Wang. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 68-71). / TABLE OF CONTENTS --- p.iv / ABSTRACT --- p.v / Chapter CHAPTER I: --- INTRODUCTION --- p.1 / Objectives of the Study --- p.2 / Chapter CHAPTER II --- BACKGROUND --- p.5 / Strategic Alliance and JVs for Automobile Industry --- p.5 / Automobile Industry in China --- p.7 / Study of Strategic Alliances of the Automobile Industry in China --- p.13 / Chapter CHAPTER III --- BEAMISH'S MODEL --- p.17 / Designing the Joint Venture --- p.17 / Managing the TV --- p.19 / JV Performance --- p.20 / Unique Characteristic of JVs in China --- p.22 / Chapter CHAPTER IV --- METHODOLOGY --- p.24 / Limitations of the Study --- p.25 / Chapter CHAPTER V --- JVS WITH INVESTMENTS FROM US AND EUROPE --- p.27 / Case Study 1: Beijing Jeep --- p.27 / Case Study 2: Shanghai Volkswagen --- p.31 / Case Study 3: Guangzhou Peugeot --- p.36 / Case Study 4: Shanghai General Motors --- p.41 / Other Western Investments --- p.44 / Chapter CHAPTER VI --- JVS WITH JAPANESE INVESTMENT --- p.47 / Case Study 5: Toyota and Charade --- p.47 / Case Study 6: Suzuki --- p.48 / Case Study 7: Honda --- p.49 / Other Japanese Investments --- p.50 / Chapter CHAPTER VII --- ANALYSIS --- p.53 / Designing the JV --- p.53 / Managing the JV --- p.58 / JV Performance --- p.59 / Chapter CHAPTER VIII --- CONCLUSION --- p.62 / BIBLIOGRAPHY --- p.68

by Chan Ka-leung and Wong King. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Bibliography: leaves 92-94.

by Wan Kai Hong. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 95-102). / Chapter Chapter 1 --- Introduction --- p.1 / Chapter Chapter 2 --- Method --- p.11 / Chapter Chapter 3 --- An Evaluation of Economic Efficiency of State-owned and Collective Enterprises in Hubei --- p.23 / Chapter Chapter 4 --- An Evaluation of Economic Efficiency of International Joint Ventures in Shanghai --- p.44 / Chapter Chapter 5 --- Conclusion --- p.90 / References --- p.95 / Tables --- p.103 / Figure --- p.241

by Tse Ching-Yee. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 63-64). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / CHAPTER / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- THE MARKET ENVIRONMENT OF CHINA --- p.3 / Chapter 3. --- COMPANY BACKGROUND --- p.9 / Chapter 4. --- METHODOLOGY --- p.10 / Chapter 5. --- ANALYSIS OF PRE-1996 STRATEGY --- p.11 / Chapter 5.1 --- Marketing --- p.11 / Chapter 5.2 --- Organization --- p.20 / Chapter 5.3 --- Logistics and Production --- p.22 / Chapter 5.4 --- Finance --- p.23 / Chapter 6. --- ANALYSIS OF THE 1996 STRATEGIC PLAN --- p.25 / Chapter 6.1 --- The New Strategic Direction --- p.25 / Chapter 6.2 --- Organization and Management --- p.27 / Chapter 6.3 --- Marketing --- p.31 / Chapter 6.4 --- Logistics and Production --- p.35 / Chapter 7. --- IDENTIFICATION OF MAJOR CHALLENGES OF STRATEGIC CHANGE --- p.37 / Chapter 7.1 --- Potential Resistance to Change --- p.37 / Chapter 7.2 --- Marketing --- p.39 / Chapter 7.3 --- Personnel --- p.41 / Chapter 8. --- RECOMMENDATIONS --- p.42 / Chapter 8.1 --- Reduce Potential Resistance --- p.45 / Chapter 8.2 --- Planning and Control --- p.46 / Chapter 8.3 --- Sales Forces Management --- p.48 / Chapter 8.4 --- Managing the Resources --- p.52 / Chapter 9. --- CONCLUSION --- p.55 / APPENDIX --- p.56 / BIBLIOGRAPHY --- p.63