...collaborative projects with global partners, resulting in more rigorous research, capacity building in developing countries and better dialogue between North and South. Upgrading China’s Manufacturing Sector Pan Yue Party School of the Central Committee of the Communist Party of China Simon J. Evenett University of St. Gallen and Centre for Economic Policy Research IISD’s vision is better living for all— sustainably; its mission is to champion innovation, enabling societies to live sustainably. IISD is registered as a charitable organization in Canada and has 501(c)(3) status in the United States. IISD receives core operating support from the Government of Canada, provided through the Canadian International Development Agency (CIDA), the International Development Research Centre (IDRC) and Environment Canada; and from the Province of Manitoba. The institute receives project funding from numerous governments inside and outside Canada, United Nations agencies, foundations and the priate sector. International Institute for Sustainable Development 161 Portage Avenue East, 6th Floor Winnipeg, Manitoba Canada R3B 0Y4 Tel: +1 (204) 958–7700 Fax: +1 (204) 958–7710 E-mail: info@iisd.ca July 2010 Click here to enter text. 2 Moving up the Value Chain: Upgrading China’s Manufacturing Sector Pan Yue Party School of the Central...
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...Research in China: Current Status, Opportunities, and Propositions for Research in Supply Chain Management, Logistics, and Quality Management∗ Xiande Zhao Department of Decision Sciences and Managerial Economics, Chinese University of Hong Kong, Shantin, NT Hong Kong, e-mail: Xiande@baf.msmail.cuhk.edu.hk Barbara B. Flynn† Kelley School of Business, Indiana University, 801 W. Michigan St., BS 4010, Indianapolis, IN 46033, e-mail: bbflynn@iupui.edu Aleda V. Roth Department of Management, College of Business and Behavioral Sciences, Clemson University, 343A Sirrine Hall, Clemson, SC 29634, e-mail: aroth@clemson.edu ABSTRACT As China becomes increasingly important to the global economy, it is critical to conduct high-quality research on important decision sciences issues there. This article provides an extensive review and critique of the extant China-based literature on supply chain management, logistics, and quality management, based on the foundation established by Zhao, Flynn, and Roth (2006). In general, decision sciences research in China is in its infancy. Although there have been some very interesting and well-executed articles, the majority are descriptive and focus on status updates. We provide a set of propositions to guide future research in logistics, supply chain management, and quality management in China, as well as guidelines for dealing with some of the unique challenges of conducting empirical research in China. Subject Areas: China research, Logistics...
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...principles and practices in China ARTICLE in INTERNATIONAL JOURNAL OF QUALITY & RELIABILITY MANAGEMENT · NOVEMBER 2003 DOI: 10.1108/02656710310500833 CITATIONS READS 34 452 3 AUTHORS, INCLUDING: Alistair R Anderson The Robert Gordon University 112 PUBLICATIONS 3,104 CITATIONS SEE PROFILE Richard T. Harrison Queen's University Belfast 81 PUBLICATIONS 2,427 CITATIONS SEE PROFILE All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately. Available from: Alistair R Anderson Retrieved on: 02 February 2016 The Emerald Research Register for this journal is available at http://www.emeraldinsight.com/researchregister IJQRM 20,9 1026 Received May 2002 Revised November 2002 The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0265-671X.htm NEW RESEARCH Total quality management principles and practices in China Jin-Hai Li International Business School of Nankai University, Tianjin, People’s Republic of China Alistair R. Anderson Charles P. Skene Centre for Entrepreneurship, Aberdeen Business School, Robert Gordon University, Aberdeen, UK, and Richard T. Harrison School of Management, University of Edinburgh, Edinburgh, UK Keywords Total quality management, Private ownership, China Abstract Considers the role and practices of total quality management in China. After a brief overview,...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively...
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...ANQ-002: Investigating Learning Organisation Dimensions in Manufacturing Enterprises (SAMPLE 2) ANQ Congress 2012 Hong Kong on Striving for Excellence through Product and Service Quality; 31 July – 3 August, 2012, pp.9-15 9 INVESTIGATING LEARNING ORGANISATION DIMENSIONS IN MANUFACTURING ENTERPRISES IN TRINIDAD AND TOBAGO Marcia Nathai-Balkissoon1 and Kit Fai Pun2 1 The National Training Agency of Trinidad and Tobago, Chaguanas, Trinidad, West Indies E-mail: mnbalkissoon@gmail.com 2Department of Mechanical and Manufacturing Engineering, The University of the West Indies, St. Augustine, Trinidad and Tobago, West Indies E-mail: KitFai.Pun@sta.uwi.edu Abstract: Structuring learning and maximising the use of knowledge in manufacturing organisations can further Trinidad and Tobago’s quest to diversify its energy-based economy, promote sustainable development, and enhance the creativity and competence of its population. Empirical investigation of Learning Organisations (LOs) is lacking, worldwide, and there is especially a shortage of quantitative research in the developing nation context. For this reason, and also because of the existence of several widely varying LO models in the literature, it is not possible to directly apply any one LO model within Trinidad and Tobago. This paper outlines a research approach for investigating LO dimensions within Trinidad and Tobago’s manufacturing sector. The conceptual foundations of LO are briefly presented, along with several...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively enough to overcome...
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...of Activity Based Costing (ABC) in Chinese refining manufacturers Table of contents 1. Introduction 2 1.1 Research background 2 1.2 domestic and foreign research status 4 1.2.1 Activity-based costing development process 4 1.2.2 Status quo of Activity-Based Costing Development and Application in China 6 1.3 research contents 8 2. Related theories 9 2.1concept of ABC 9 2.2 rationales 10 2.3 difference between ABC and traditional costing 12 2.3.1. Different calculating targets 12 2.3.2 Different calculation 12 2.3.3. Different Finished goods costs term 13 3. Research methodology 13 3.1 case study 13 3.2 The survey method 13 3.3 Literature 14 4. Research Results 14 4.1 problems of traditional costing method in oil refining enterprise 14 4.2suggestions for Chinese enterprises’ application ABC 15 Bibliography 15 1. Introduction 1.1 Research background With the rapid development of the national economy, enterprises’ competition is increasingly fierce; many companies are using advanced science and technology to achieve competitive advantage in the market. Market competition and technological progress are the two fundamental economic factors which generate activity-based costing. Since The beginning of 1980s of the 20th century, the activity based cost method is paid a wide range of attention; the developed countries gradually adopt it in a number of advanced enterprises, and it continuously...
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...Abstract-With the global economic competition aggravating, the problem of China manufacturing foundry enterprise transformation upgrading is imminent. To successfully implement the transformation and upgrading, the manufacturing foundry enterprises must have the profound and comprehensive understanding of the various resistances encountered in their upgrading process and its influence. Different from the most exiting studies, this article firstly elaborates the upgrading mode and possible path of the foundry enterprises, and then analyses detailedly the diversified resistance which different upgrading paths might encounter, and put forwards the coping strategies separately from the enterprises and government point. Keywords - foundry; upgrading; resistance; dissolve. Introduction How Chinese manufacturing foundry enterprises realize their strategic transformation to achieve new developments is the focus of the public concerned. Scholars have made a lot of researches on the upgrading of the foundry mode. From the existing researching results, the majority primarily focused on researching its upgrading need and the path, seldom research the resistance maybe encountered in the process of the transformation and upgrading. For manufacturing companies, the upgrading resistance of the foundry mode is the first factor to be considered and if this factor is ignored, the upgrading target and the corresponding countermeasures will be the empty talk. The main foundry...
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...Institute for Business Value Strategy and Change Going global Prospects and challenges for Chinese companies on the world stage In association with IBM Institute for Business Value IBM Business Consulting Services, through the IBM Institute for Business Value, develops factbased strategic insights for senior business executives around critical industry-specific and crossindustry issues. This executive brief is based on an in-depth study by the Institute’s research team. It is part of an ongoing commitment by IBM Business Consulting Services to provide analysis and viewpoints that help companies realize business value. You may contact the authors or send an e-mail to iibv@us.ibm.com for more information. School of Management at Fudan University Fudan University was the first institution of higher learning in China to set up a department of business education, and was also the first in the country to resume its business education program after the reform and open-door was implemented in China. Over the past two decades, the School of Management at Fudan University has developed into an internationally well respected business school. This joint project with the IBM Institute for Business Value fulfills our mission to analyze business operations and national economic activities using advanced management theories, systematic methods, mathematics models and information technology. It is part of our commitment of timely research for enterprise practitioners with insights...
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...Service sector in China * Structures, restrictions and recommendations University: Shanghai University – School of Economics Course: Service economics and Trade Tutor: Professor Dong Yinguo Author: Hake Feka Student ID: 13D62241 Abstract The result of the market-oriented reforms in China along with its opening up to the outside world were rapid industrialization and integration in international trade. The service sector has perceived a fast, continued development and has made huge contributions to the overall economy in terms of its share of gross domestic product (GDP) and employment. However, the development of the service sector has been inadequate and has lagged behind its overall stage of development according to international norms. Table of Contents 1. INTRODUCTION 2 2. THE IMPACT OF SERVICE SECTOR IN CHINA 2 3. DIFFERENCES AND GAPS 4 4. OBSTACLES AND RESTRICTIONS 6 5. RECOMMANDATIONS AND CONCLUSION 10 REFERENCES 12 1. INTRODUCTION The result of the market-oriented reforms in China along with its opening up to the outside world were rapid industrialization and integration in international trade. The service sector has perceived a fast, continued development and has made huge contributions to the overall economy in terms of its share of gross domestic product (GDP) and employment. The increasing of the service sector has caught up with the manufacturing sector, which indicates that China is moving into a new stage of development...
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...What are the pros and cons of outsourcing to China? By: Introduction The Objective is to explore key factors and pros and cons in outsourcing to China. Research findings identify obstacles faced by both parties in outsourcing. Economic factors are motivational factors in outsourcing to China. Cost reduction, savings, and investment reductions are the main concerns. Benefits focus on core competence, flexibility, and market penetration. Companies in China have ran across several obstacles such as poor communication and lack of preparation. Common Approaches There appears to be three commonly used approaches to outsourcing decisions (as also noted by Bolumole et al. 2007): transaction cost economics, resource based theory, and network theory. Other researchers have explained differences between these approaches(e.g. Mayer and Salomon 2006) Service Provider The vast majority of Chinese enterprises dealing with outsourcing have a single service provider. The Chinese enterprise must establish the right business requirements in order to be successful. Some of the first generations of outsourcing the senior management teams were not very happy with the results of the first few years. The management did not understand how to construct a sourcing strategy to meet the business needs. Management was unclear about the outcomes expected from outsourcing with the provider. In order to prevent unrealistic expectations they found planning to be extremely important to develop the proper...
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...International Human Resource Management | Module Tutor – Chris Collins | | | The Human Resource Management in three countries, with distinctive cultural context activities (India, Pakistan and China). Approx – 5ooo words | Deepen Gurung : u0976207 | 12/16/2010 | | IHRM 2010/11 CONTENT INTROODUCTION .............................................................................................................. 3 .*Figure 1. Typical structure of HR function in a Med-size Org ..................................... 4 .*Figure 2. Typical structure of HR department in Large-size firm ................................ 5 .* Objectives of HRM .......................................................................................................... 5 .*Table 3. Div. Of Responsibility for HR activities ........................................................... 7 .*Indian Implementation of HRM Practices ...................................................................... 8 .*Selection ........................................................................................................................... 8 .*Selection Process..................................................
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...Intensive situation of manufacturing industry in china China is the largest exporter and the second largest importer in the world. There became the largest manufacturing country in the world, overtaking the U.S. in 2010. This has raised debate that whether China has lost edge as world’s factory. In recent years, the average income in China has steadily gone up as China’s labor cost has grown by over 60 percent since 2009. However, Vietnam’s labor cost is 40 percent of that in China, while in Bangladesh and Myanmar labor costs are as little as one-fifth of China’s labor cost.9 Other factors are also contributing to foreign manufacturers’ profit decline in China, such as: the appreciation of the Renminbi, variability of various local tax rates, stricter regulations on environment protection, as well as government’s policies towards a more service-based economy. In addition to cheaper labor cost, some Southeast Asian countries have put more effort into attracting foreign investment, such as lowering or exempting import tariffs on equipment required by manufacturing activities. However, unsettled political situations, undeveloped infrastructure, unskilled workers, incomplete industry chain systems, and a smaller domestic market in the Southeast Asian countries remain the biggest concerns for foreign investors. Throughout the years, China is still remains competitive manufacturing base while some foreign manufacturers moved out and relocated to Southeast Asia. Many foreign manufacturers...
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...Lecture Notes in Information Technology, Vol.21 The Cross-Cultural Management of Chinese Enterprises’ Cross-Border M&A--- A Process-Based Perspective Bo Xu1, Xi Jiang2, Haiyan Yan3 1 1900, Wenxiang Road, Songjiang District, 201620 Shanghai, China brianxubo@163.com 1900, Wenxiang Road, Songjiang District, 201620 Shanghai, China jiangxi-219@163.com 1900, Wenxiang Road, Songjiang District, 201620 Shanghai, China yanhelen@163.com 2 3 Keywords: cross-border M&A; cross-cultural management; M&A process Abstract. This paper aims to investigate Chinese enterprises’ cross-culture management issues from the perspective of three stages of before, during and after the cross-border merger and acquisition. It proposed an analytical framework of cross-culture management under which the major focus was on the cultural distance measure, the choices of negotiation/information disclosure, integration mode selecting, culture conflict/ integration and culture innovation in the process of Chinese enterprises’ cross-border M&A. 1. Introduction According to the “China's Foreign Direct Investment Statistical Bulletin 2010”, China's foreign direct investment, the amount of direct investment, in the form of M&A, reached $29.7 billion in the fields of mining, manufacturing, electricity production/supply, professional technical services and financial sector in 2010. From the report of Chinese enterprises overseas mergers and acquisitions of PricewaterhouseCoopers, the number of transactions...
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