by Hugh Thomas. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: leaves 133-136.

陳國輝, 林炎南, 田向平. / 論文(碩士)--香港中文大學, 1995. / 參考文獻: leaf 2. / Chen Guohui, Lin Yannan, Tian Xiangping. / Lun wen (shuo shi)--Xianggang Zhong wen da xue, 1995. / Chapter 1. --- 中國近期經濟情況與投資環境 --- p.3 / Chapter 2. --- 中國基建發展與建材工業前景 --- p.5 / Chapter 3 . --- 中國水泥製造業現況與前景 --- p.6 / Chapter 3.1 --- 發展與佈局 / Chapter 3.2 --- 生產工藝 / Chapter 3.3 --- 品種與用途 / Chapter 3.4 --- 效益分折 / Chapter 3.5 --- 市場分析 / Chapter 3.6 --- 國家政策與適用法規 / Chapter 4 . --- 投資建議 --- p.13 / Chapter 4.1 --- 產品選擇 / Chapter 4.2 --- 地區選擇 / Chapter 4.3 --- 企業選擇 / Chapter 4.4 --- 投資策略 / Chapter 4.5 --- 環境保護 / Chapter 5 . --- 個案說明 --- p.17 / Chapter 5.1 --- 華北山東省“甲廠´ح個案 / Chapter 5.2 --- 華東長江下游江蘇省“乙廠´ح企業 改造可行性研究分析 / Chapter 6. --- 總結 --- p.50 / Chapter 6.1 --- 中國水泥市場總論 / Chapter 6.2 --- 合資發展水泥業總論 / Chapter 6.3 --- 合資企業的風險分析 / Chapter 6.4 --- 合資企業重整後的企業股權轉讓 / Chapter 6.5 --- 投資總論

Thesis (M.A.)--University of Florida, 2006. / Title from title page of source document. Document formatted into pages; contains 174 pages. Includes vita. Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 2004. / Title from first page of PDF file. Document formatted into pages; contains xiii, 202 p.; also includes graphics. Includes abstract and vita. Advisor: Ian M. Sheldon, Dept. of Agricultural, Environmental and Development Economics. Includes bibliographical references (p. 197-202).

There is no doubt that technological innovation is an important element in today's business environment. The importance of new manufacturing technologies is increasing as the business environment is becoming more complex and competitively intense. The environments in which organisations are competing and operating are also increasingly cross-cultural due to the advent of globalisation. Achieving organisational objectives as a result of technological adoption is made more difficult when organisations set out to undertake innovations more suited to a different national environment. This might have posed a great challenge for organisations that are engaged in technology innovation, especially in developing countries like Nigeria. / It has been suggested that the innovation of new manufacturing technologies encourages the restructuring of human resource management strategies, especially employee empowerment and workforce composition, for example by the displacement of low skilled by highly skilled workers. The reason for this, it has been suggested, is based on the assumption that highly skilled and educated employees can be empowered more easily during the implementation of new innovations. However, it has been argued that the extent of employee restructuring will be different across-national boundaries due to differences in national cultural values. / Using an operational-level survey, this study investigates comparatively the implications of culture on human resource management strategies and practices during the implementation of advanced manufacturing technology innovation in Nigeria and New Zealand. Thus, the research questions are concerned with the extent to which differences in similar human resource management strategies practiced in the two distinct national environments: Nigeria and New Zealand, are attributable to differences in their national cultural values. / Data collected through questionnaire administration in over 150 manufacturing establishments and through interview enabled the examination of the relationship between culture and advanced manufacturing technology (including linked and integrated) and human resource management (employee empowerment and workforce composition) interactions in the two countries. / Three broad hypotheses of advanced manufacturing technology-human resource management interactions were developed on the premise of cultural value convergence and divergence. The results indicated that there is little or no convergence on Hofstede's cultural dimensions between the two counties (Nigeria and New Zealand). In other words, there are statistical significant differences in the two countries' values. The test of hypotheses showed that there are significant differences between the two countries in advanced manufacturing technology-human resource management interactions. / Specifically, the statistical analysis revealed that there is more employee empowerment and workforce re-composition in the New Zealand sample than the Nigerian one during the implementation of advanced manufacturing technology, including two categories - linked and integrated. For example, the overall workforce reduction and compositional shift in favour of skilled/educated workers is significantly greater in New Zealand when compared to Nigerian organisations. / Overall, compared to New Zealand, the results indicated that Nigeria has a lesser use of employee empowerment and workforce compositional strategies, which is consistent with their high power distance, high uncertainty avoidance, high collectivism, and short-term orientation position on the Hofstede dimensions. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

There is no doubt that technological innovation is an important element in today's business environment. The importance of new manufacturing technologies is increasing as the business environment is becoming more complex and competitively intense. The environments in which organisations are competing and operating are also increasingly cross-cultural due to the advent of globalisation. Achieving organisational objectives as a result of technological adoption is made more difficult when organisations set out to undertake innovations more suited to a different national environment. This might have posed a great challenge for organisations that are engaged in technology innovation, especially in developing countries like Nigeria. / It has been suggested that the innovation of new manufacturing technologies encourages the restructuring of human resource management strategies, especially employee empowerment and workforce composition, for example by the displacement of low skilled by highly skilled workers. The reason for this, it has been suggested, is based on the assumption that highly skilled and educated employees can be empowered more easily during the implementation of new innovations. However, it has been argued that the extent of employee restructuring will be different across-national boundaries due to differences in national cultural values. / Using an operational-level survey, this study investigates comparatively the implications of culture on human resource management strategies and practices during the implementation of advanced manufacturing technology innovation in Nigeria and New Zealand. Thus, the research questions are concerned with the extent to which differences in similar human resource management strategies practiced in the two distinct national environments: Nigeria and New Zealand, are attributable to differences in their national cultural values. / Data collected through questionnaire administration in over 150 manufacturing establishments and through interview enabled the examination of the relationship between culture and advanced manufacturing technology (including linked and integrated) and human resource management (employee empowerment and workforce composition) interactions in the two countries. / Three broad hypotheses of advanced manufacturing technology-human resource management interactions were developed on the premise of cultural value convergence and divergence. The results indicated that there is little or no convergence on Hofstede's cultural dimensions between the two counties (Nigeria and New Zealand). In other words, there are statistical significant differences in the two countries' values. The test of hypotheses showed that there are significant differences between the two countries in advanced manufacturing technology-human resource management interactions. / Specifically, the statistical analysis revealed that there is more employee empowerment and workforce re-composition in the New Zealand sample than the Nigerian one during the implementation of advanced manufacturing technology, including two categories - linked and integrated. For example, the overall workforce reduction and compositional shift in favour of skilled/educated workers is significantly greater in New Zealand when compared to Nigerian organisations. / Overall, compared to New Zealand, the results indicated that Nigeria has a lesser use of employee empowerment and workforce compositional strategies, which is consistent with their high power distance, high uncertainty avoidance, high collectivism, and short-term orientation position on the Hofstede dimensions. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

There is no doubt that technological innovation is an important element in today's business environment. The importance of new manufacturing technologies is increasing as the business environment is becoming more complex and competitively intense. The environments in which organisations are competing and operating are also increasingly cross-cultural due to the advent of globalisation. Achieving organisational objectives as a result of technological adoption is made more difficult when organisations set out to undertake innovations more suited to a different national environment. This might have posed a great challenge for organisations that are engaged in technology innovation, especially in developing countries like Nigeria. / It has been suggested that the innovation of new manufacturing technologies encourages the restructuring of human resource management strategies, especially employee empowerment and workforce composition, for example by the displacement of low skilled by highly skilled workers. The reason for this, it has been suggested, is based on the assumption that highly skilled and educated employees can be empowered more easily during the implementation of new innovations. However, it has been argued that the extent of employee restructuring will be different across-national boundaries due to differences in national cultural values. / Using an operational-level survey, this study investigates comparatively the implications of culture on human resource management strategies and practices during the implementation of advanced manufacturing technology innovation in Nigeria and New Zealand. Thus, the research questions are concerned with the extent to which differences in similar human resource management strategies practiced in the two distinct national environments: Nigeria and New Zealand, are attributable to differences in their national cultural values. / Data collected through questionnaire administration in over 150 manufacturing establishments and through interview enabled the examination of the relationship between culture and advanced manufacturing technology (including linked and integrated) and human resource management (employee empowerment and workforce composition) interactions in the two countries. / Three broad hypotheses of advanced manufacturing technology-human resource management interactions were developed on the premise of cultural value convergence and divergence. The results indicated that there is little or no convergence on Hofstede's cultural dimensions between the two counties (Nigeria and New Zealand). In other words, there are statistical significant differences in the two countries' values. The test of hypotheses showed that there are significant differences between the two countries in advanced manufacturing technology-human resource management interactions. / Specifically, the statistical analysis revealed that there is more employee empowerment and workforce re-composition in the New Zealand sample than the Nigerian one during the implementation of advanced manufacturing technology, including two categories - linked and integrated. For example, the overall workforce reduction and compositional shift in favour of skilled/educated workers is significantly greater in New Zealand when compared to Nigerian organisations. / Overall, compared to New Zealand, the results indicated that Nigeria has a lesser use of employee empowerment and workforce compositional strategies, which is consistent with their high power distance, high uncertainty avoidance, high collectivism, and short-term orientation position on the Hofstede dimensions. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005

Thesis (M.A.)--Ohio University, August, 2008. / Title from PDF t.p. Includes bibliographical references.

Thesis (Ph. D.)--George Washington University, 1992. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--Ohio State University, 2004. / Includes bibliographical references (p. 197-202). Also available online.