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Title: Expansion of western based companies to ...
Publisher: GRIN Verlag Gmbh Jun 2014
Publication Date: 2014
Book Condition: Neu
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Master's Thesis from the year 2013 in the subject Business economics - Business Management, Corporate Governance, grade: 1.3, University of applied sciences Frankfurt a. M., language: English, comment: Quote of the supervisor of this masterthesis in his evaluation report: "As a result, the thesis has become a handbook for foreign companies and managers in China" , abstract: This thesis deals with the characteristics required of the leader of an international European company's outpost in China. It provides a synthesis of current theories, builds context based on supporting literature, and is complemented by a survey of the different experiences of local managers to identify contemporary issues. In the past, companies expanded operations to China first and foremost to profit from the cost advantage that China offered. Meanwhile, increasing consumer purchasing power and a developing preference for brand name and luxury goods make the Chinese market a dynamic one that offers international companies substantial potential. This market sales potential has become the main driver. Different forms of market entry are available for specific company strategies. The most common are the representative office, a joint venture, and the wholly foreign owned entity. In spite of the positive developments in the Chinese market, numerous challenges await companies planning to establish a local business unit. The labour market exhibits weaknesses in the Chinese education system. Job applicants often lack creativity and general communication skills, as well as competent English skills. Although its importance is on a decline, the issue of intellectual property remains a concern whereas the problem of corruption persists. The standards and concepts used to recognize and label corruption are still deeply linked with the local cultures making their reconciliation a challenge that companies need to overcome. The human resource management strategy has to take cultural differences into c
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