Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020008
M. Fetscherin, M. Sardy
This paper discusses the strategic motives, the markets entered, the methods used and the challenges faced by Chinese companies building their own brand or buying one to expand globally. We present a regression model enabling the analysis of recent Mergers and Acquisitions (M&A) activities and the successes and failures between the Chinese and foreign target companies. The developed model considers the strategic motives to globalise, the type of country and acquisition. By using the Monte Carlo resampling methods, we can draw conclusions about the probability of success of the outbound M&A success. Our results show that brand-motivated acquisitions are more likely to be completed than resource-based acquisitions both in developed and developing markets. Our research found that all branding related acquisitions are in developed countries. However, the numbers of resource based acquisitions were evenly split between developing and developed countries, where in the developed countries, they were more likely to fail than in the developing ones. Nationalistic sentiments seem to be heightened by these resource-based acquisitions and were much more common in developed countries than in developing ones. It also seems that Chinese companies build brand recognition in developed countries by buying readily established brand names and are more likely to build their own brand in developing countries.
{"title":"Chinese brands: the build or buy considerations","authors":"M. Fetscherin, M. Sardy","doi":"10.1504/IJCCM.2008.020008","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020008","url":null,"abstract":"This paper discusses the strategic motives, the markets entered, the methods used and the challenges faced by Chinese companies building their own brand or buying one to expand globally. We present a regression model enabling the analysis of recent Mergers and Acquisitions (M&A) activities and the successes and failures between the Chinese and foreign target companies. The developed model considers the strategic motives to globalise, the type of country and acquisition. By using the Monte Carlo resampling methods, we can draw conclusions about the probability of success of the outbound M&A success. Our results show that brand-motivated acquisitions are more likely to be completed than resource-based acquisitions both in developed and developing markets. Our research found that all branding related acquisitions are in developed countries. However, the numbers of resource based acquisitions were evenly split between developing and developed countries, where in the developed countries, they were more likely to fail than in the developing ones. Nationalistic sentiments seem to be heightened by these resource-based acquisitions and were much more common in developed countries than in developing ones. It also seems that Chinese companies build brand recognition in developed countries by buying readily established brand names and are more likely to build their own brand in developing countries.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"418"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020008","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716823","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020009
Mark F. Toncar
In the next few years, automobiles manufactured in emerging market countries will begin to be sold in the USA. This research investigates US consumer reactions to a fictitious brand of automobile manufactured in either China or Brazil. Results suggest three important observations. First, trust is a major hurdle that both Brazilian and Chinese auto manufacturers must overcome to successfully target US consumers. Second, automobiles originating from Brazil and China are viewed quite differently, and the Brazilian automobile was generally viewed more favorably. And third, the Chinese automobile was considered very similar to the US brand in the study, suggesting that Chinese manufacturers may have a comparatively easier time exporting automobiles to the USA.
{"title":"The US consumer perceptions of imported automobiles: the challenges for emerging market country manufacturers","authors":"Mark F. Toncar","doi":"10.1504/IJCCM.2008.020009","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020009","url":null,"abstract":"In the next few years, automobiles manufactured in emerging market countries will begin to be sold in the USA. This research investigates US consumer reactions to a fictitious brand of automobile manufactured in either China or Brazil. Results suggest three important observations. First, trust is a major hurdle that both Brazilian and Chinese auto manufacturers must overcome to successfully target US consumers. Second, automobiles originating from Brazil and China are viewed quite differently, and the Brazilian automobile was generally viewed more favorably. And third, the Chinese automobile was considered very similar to the US brand in the study, suggesting that Chinese manufacturers may have a comparatively easier time exporting automobiles to the USA.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"439"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020009","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716837","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020007
E. Lusk, Wei Yang, M. Halperin
We empirically identify the relationship between the market performance of firms categorised using both the Kinder, Lydenberg and Domini (KLD) corporate responsibility scale as well as the Gompers, Ishii, and Metrick Corporate Governance (GIM CG) scale for a sample of US-listed firms. Compared to other styles of corporate governance, the autocratic style leads to higher market performance, but is associated with a lower level of Corporate Social Responsibility (CSR). We then discuss how China can learn from such a result while building its own governance structure. Finally, as there is no formal measure of CSR at this time in China, we conjecture about the market reaction to Chinese firms' CSR initiatives.
{"title":"Market performance and the corporate governance structure: the implications for China","authors":"E. Lusk, Wei Yang, M. Halperin","doi":"10.1504/IJCCM.2008.020007","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020007","url":null,"abstract":"We empirically identify the relationship between the market performance of firms categorised using both the Kinder, Lydenberg and Domini (KLD) corporate responsibility scale as well as the Gompers, Ishii, and Metrick Corporate Governance (GIM CG) scale for a sample of US-listed firms. Compared to other styles of corporate governance, the autocratic style leads to higher market performance, but is associated with a lower level of Corporate Social Responsibility (CSR). We then discuss how China can learn from such a result while building its own governance structure. Finally, as there is no formal measure of CSR at this time in China, we conjecture about the market reaction to Chinese firms' CSR initiatives.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"408"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716228","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020011
Kaimei Wang
This paper puts forward a three-dimensional conceptual framework to map out a firm's manufacturing internationalisation, which is a process to optimise the firm's global manufacturing resources. The framework can also be used to assist late movers in developing their manufacturing internationalisation process. A Chinese multinational company's manufacturing internationalisation is discussed in detail.
{"title":"A Chinese multinational corporation's manufacturing internationalisation process","authors":"Kaimei Wang","doi":"10.1504/IJCCM.2008.020011","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020011","url":null,"abstract":"This paper puts forward a three-dimensional conceptual framework to map out a firm's manufacturing internationalisation, which is a process to optimise the firm's global manufacturing resources. The framework can also be used to assist late movers in developing their manufacturing internationalisation process. A Chinese multinational company's manufacturing internationalisation is discussed in detail.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"479"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020011","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716903","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020012
I. Alon, M. Fetscherin, M. Sardy
On 22 January 2006, Shufu Li, the Director of International Marketing for Geely Motors, was rushing to the check-in counter at the Detroit Metropolitan Airport in order to travel back to Shanghai, China. He had just come from the Detroit International Auto Show where his company had presented its new car models. Geely (pronounced 'Gee-Lee') had been selling cars in China since 1997. In 2004, they had begun exporting cars to North Africa and Latin America. Geely had now set their sights on the USA, the largest automobile market in the world. Geely's management was planning to sell cars in the US market for under US$10,000 by late 2008. The International Auto Show in Detroit was crucial in order to get feedback from and establish relationships with potential business partners, customers and the press. While he was boarding the plane, Mr. Li began to reflect on Geely's transition from a regional manufacturer focused on the domestic Chinese market to an international player. Would the last few years of their marketing effort turn Geely into a global player in the auto market? Would US consumers warm to the cars Geely had shown at the auto show? How could Geely overcome the lack of brand name and the negative country-of-origin quality image that Chinese manufacturers have?
{"title":"Geely motors: a Chinese automaker enters international markets","authors":"I. Alon, M. Fetscherin, M. Sardy","doi":"10.1504/IJCCM.2008.020012","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020012","url":null,"abstract":"On 22 January 2006, Shufu Li, the Director of International Marketing for Geely Motors, was rushing to the check-in counter at the Detroit Metropolitan Airport in order to travel back to Shanghai, China. He had just come from the Detroit International Auto Show where his company had presented its new car models. Geely (pronounced 'Gee-Lee') had been selling cars in China since 1997. In 2004, they had begun exporting cars to North Africa and Latin America. Geely had now set their sights on the USA, the largest automobile market in the world. Geely's management was planning to sell cars in the US market for under US$10,000 by late 2008. The International Auto Show in Detroit was crucial in order to get feedback from and establish relationships with potential business partners, customers and the press. While he was boarding the plane, Mr. Li began to reflect on Geely's transition from a regional manufacturer focused on the domestic Chinese market to an international player. Would the last few years of their marketing effort turn Geely into a global player in the auto market? Would US consumers warm to the cars Geely had shown at the auto show? How could Geely overcome the lack of brand name and the negative country-of-origin quality image that Chinese manufacturers have?","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"489"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020012","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716449","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020004
William R. Jankowiak
Adam Smith first suggested there is a strong link between the development of a nationalistic-oriented government, the rise of a capitalistic economy, and the expansion of an empathic gaze toward another's plight. From this, it follows that once someone becomes aware of misfortune or an injustice, an ethical imperative will arise to do something to alleviate the suffering of others. From this it follows that the more fully integrated a community, the greater its interdependence within the global economy. Communities that are less linked to a national or global economy should have a weakly internalised set of social values such as justice and altruism. To date, there is no study designed to probe this hypothesis. China presents an opportune moment to revisit this discussion. In this paper, I will examine the transformation of the Chinese moral universe as it is reflected primarily in their changing evaluation of the role of the lawyer in Chinese society. In addition, cultural attitudes and patterns of charity donation will also be discussed.
{"title":"The collapse of the work enterprise system and the expansion of moral involvement in urban China","authors":"William R. Jankowiak","doi":"10.1504/IJCCM.2008.020004","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020004","url":null,"abstract":"Adam Smith first suggested there is a strong link between the development of a nationalistic-oriented government, the rise of a capitalistic economy, and the expansion of an empathic gaze toward another's plight. From this, it follows that once someone becomes aware of misfortune or an injustice, an ethical imperative will arise to do something to alleviate the suffering of others. From this it follows that the more fully integrated a community, the greater its interdependence within the global economy. Communities that are less linked to a national or global economy should have a weakly internalised set of social values such as justice and altruism. To date, there is no study designed to probe this hypothesis. China presents an opportune moment to revisit this discussion. In this paper, I will examine the transformation of the Chinese moral universe as it is reflected primarily in their changing evaluation of the role of the lawyer in Chinese society. In addition, cultural attitudes and patterns of charity donation will also be discussed.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"362"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020004","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020005
Monica Yang
This paper examines how the content of strategic formation choices of International Joint Ventures (IJVs) converges or diverges over time. Strategic formation choices include partner selection (e.g., the number of partners, the status of local partners, the product relatedness between IJVs and its partners and the product relatedness among partners) and ownership structure (e.g., the ownership ratio between foreign and local partners). Hypotheses are tested in a sample of 4787 IJVs established in China from 1985 to 2001. The results show that the degree of conformity of strategic formation choices increases over time. The past experiences of joint ventures in China had a significant curvilinear relationship with the degree of conformity. This paper discusses the implications for theory and research on IJV formation and the institutional process.
{"title":"An institutional and organisational learning perspective on the content of strategic formation choices of international joint ventures in China","authors":"Monica Yang","doi":"10.1504/IJCCM.2008.020005","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020005","url":null,"abstract":"This paper examines how the content of strategic formation choices of International Joint Ventures (IJVs) converges or diverges over time. Strategic formation choices include partner selection (e.g., the number of partners, the status of local partners, the product relatedness between IJVs and its partners and the product relatedness among partners) and ownership structure (e.g., the ownership ratio between foreign and local partners). Hypotheses are tested in a sample of 4787 IJVs established in China from 1985 to 2001. The results show that the degree of conformity of strategic formation choices increases over time. The past experiences of joint ventures in China had a significant curvilinear relationship with the degree of conformity. This paper discusses the implications for theory and research on IJV formation and the institutional process.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"375"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020005","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-08-21DOI: 10.1504/IJCCM.2008.020010
Y. Du, Rongping Kang, Yinbin Ke
For the purpose of this paper, Chinese Multinational Corporations (MNCs) are defined as nonfinancial local corporations initially established in mainland China which have since gone abroad and are developing overseas. This paper makes pertinent points about the flaws in the dominant thinking and existing literature regarding MNCs and then proposes 'emerging globalisation MNC theories' as our new theoretical viewpoints for the development of MNC theories in the era of globalisation. The main methodology applied in this paper is case studies. A total of 16 corporations in eight industrial sectors were surveyed as target cases. Each case company's initial overseas investment is defined. By using Foreign Direct Investment (FDI), internationalisation and MNC theories, a primary summary of the growth models of the Chinese MNCs is presented based on these case studies, the characteristics of the Chinese MNCs are classified and finally, a two-stage model of the Chinese MNCs' internationalisation is proposed, which has laid the foundation for revising some of the MNC theories.
{"title":"Understanding the growth models of Chinese multinational corporations","authors":"Y. Du, Rongping Kang, Yinbin Ke","doi":"10.1504/IJCCM.2008.020010","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.020010","url":null,"abstract":"For the purpose of this paper, Chinese Multinational Corporations (MNCs) are defined as nonfinancial local corporations initially established in mainland China which have since gone abroad and are developing overseas. This paper makes pertinent points about the flaws in the dominant thinking and existing literature regarding MNCs and then proposes 'emerging globalisation MNC theories' as our new theoretical viewpoints for the development of MNC theories in the era of globalisation. The main methodology applied in this paper is case studies. A total of 16 corporations in eight industrial sectors were surveyed as target cases. Each case company's initial overseas investment is defined. By using Foreign Direct Investment (FDI), internationalisation and MNC theories, a primary summary of the growth models of the Chinese MNCs is presented based on these case studies, the characteristics of the Chinese MNCs are classified and finally, a two-stage model of the Chinese MNCs' internationalisation is proposed, which has laid the foundation for revising some of the MNC theories.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"451"},"PeriodicalIF":0.0,"publicationDate":"2008-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.020010","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716881","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-07-18DOI: 10.1504/IJCCM.2008.019592
Hong-Chi Shiau, J. Fang, Huei-Wen Angela Lo
Earlier endeavours engaging intercultural comparisons have incorporated 'guanxi' (simplified Chinese), a term denoting the basic dynamic in personalised networks of influence, into their analyses on Chinese economic and political behaviours. The notion of guanxi, along with manzi (face), has been well documented in intercultural comparisons between China and the West. A myriad of studies have theorised the concept to examine the aspects of interpersonal relationships in the Chinese context. However, despite the obvious divide between China, Hong Kong and Taiwan, the cultural heterogeneity within the Chinese region has been seldom explored, in part due to a commonsensical unity of Chinese culture. Drawing upon several failure cases, this research examines some nuanced cultural differences and their ramifications within a large Chinese region. We pay attention to how the notion of guanxi has been restructured since 1949, the year Taiwan and China were separated. Over decades, while mainland China went through the upheaval of the Chinese Cultural Revolution (CR) and became increasingly liberalised in the late 1980s, the ruling authorities of Taiwan followed Confucianism to claim its legitimacy over Chinese culture and democratised rapidly. Through ethnographic interviews with the Taiwanese Small- and Middle-sized Business (SMS) who failed and withdrew, this study examines how some widely ignored cultural barriers may prevent the Taiwanese investors from thriving.
{"title":"Exploring guanxi and cultural barriers: a perspective from the Taiwanese SMS investors in China","authors":"Hong-Chi Shiau, J. Fang, Huei-Wen Angela Lo","doi":"10.1504/IJCCM.2008.019592","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019592","url":null,"abstract":"Earlier endeavours engaging intercultural comparisons have incorporated 'guanxi' (simplified Chinese), a term denoting the basic dynamic in personalised networks of influence, into their analyses on Chinese economic and political behaviours. The notion of guanxi, along with manzi (face), has been well documented in intercultural comparisons between China and the West. A myriad of studies have theorised the concept to examine the aspects of interpersonal relationships in the Chinese context. However, despite the obvious divide between China, Hong Kong and Taiwan, the cultural heterogeneity within the Chinese region has been seldom explored, in part due to a commonsensical unity of Chinese culture. Drawing upon several failure cases, this research examines some nuanced cultural differences and their ramifications within a large Chinese region. We pay attention to how the notion of guanxi has been restructured since 1949, the year Taiwan and China were separated. Over decades, while mainland China went through the upheaval of the Chinese Cultural Revolution (CR) and became increasingly liberalised in the late 1980s, the ruling authorities of Taiwan followed Confucianism to claim its legitimacy over Chinese culture and democratised rapidly. Through ethnographic interviews with the Taiwanese Small- and Middle-sized Business (SMS) who failed and withdrew, this study examines how some widely ignored cultural barriers may prevent the Taiwanese investors from thriving.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"302"},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019592","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66716055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2008-07-18DOI: 10.1504/IJCCM.2008.019589
Wen-Hsiang Lai, P. Chao
The capabilities for Technology Transfer (TT) within organisations are the key elements of competition in the era of innovation. TT is considered to be a profitable activity for both technology transferor and receiver. From the early 1990s, facing the rapid growth of global competition, US Multinational Corporations (MNCs) have been actively searching for opportunities of product outsourcing and technology transferring to Asian countries, particularly to the Greater China Region. However, MNCs in the USA are confronted with a challenge – the impact of cross-cultural issues in TT. This study examines the impact of cross-cultural issues on managing TT from the USA to the Greater China Region and presents a validated model for those project managers who manage projects of TT in MNCs.
{"title":"Managing technology transfer in multinational corporations","authors":"Wen-Hsiang Lai, P. Chao","doi":"10.1504/IJCCM.2008.019589","DOIUrl":"https://doi.org/10.1504/IJCCM.2008.019589","url":null,"abstract":"The capabilities for Technology Transfer (TT) within organisations are the key elements of competition in the era of innovation. TT is considered to be a profitable activity for both technology transferor and receiver. From the early 1990s, facing the rapid growth of global competition, US Multinational Corporations (MNCs) have been actively searching for opportunities of product outsourcing and technology transferring to Asian countries, particularly to the Greater China Region. However, MNCs in the USA are confronted with a challenge – the impact of cross-cultural issues in TT. This study examines the impact of cross-cultural issues on managing TT from the USA to the Greater China Region and presents a validated model for those project managers who manage projects of TT in MNCs.","PeriodicalId":73431,"journal":{"name":"International journal of Chinese culture and management","volume":"1 1","pages":"261"},"PeriodicalIF":0.0,"publicationDate":"2008-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1504/IJCCM.2008.019589","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"66715988","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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