Catch-Up and Competitiveness in China: The Case of Large by Jin Zhang

By Jin Zhang

This book examines the position of company constitution, together with the position of company headquarters, within the good fortune of enormous firms. It considers those concerns in terms of huge international firms, thereby supplying a 'benchmark', that is then used as a distinction in a dialogue of company constitution and the function of company headquarters inside huge chinese language corporations, a lot of that have developed from former govt ministries. It incorporates a particular case-study of organizations within the crucially vital oil and petro-chemical region. total, the publication exhibits what a highly aggressive conflict China's rising 'national champions' face with their international rivals, and places ahead coverage implications either for giant chinese language enterprises and for the chinese language executive touching on how enterprise platforms could be reformed additional nonetheless so that it will build globally aggressive huge commercial enterprises.

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Extra resources for Catch-Up and Competitiveness in China: The Case of Large Firms in the Oil Industry (Routledge-Curzon Studies on the Chinese Economy, 8)

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Styles Characteristics Strategic planning . . . Strategic control . . . Financial control . . . Complex but coordinated corporate structure Extensive planning process Strong central leadership Flexible controls More focus on long-term goals and strategy Decentralised profit centres and divisional co-ordination Extensive and strategic planning process Business autonomy Tight controls Balance long- and short-term objectives Separate profit centres Budgetary planning process Business autonomy Focus on short-term objectives Tight controls Source: Goold and Campbell (1989).

Team leaders are expected to provide a clear view of the business aims and each employee’s part in delivering them and should help everyone to get the information they need to do their job. Team leaders are expected to give everyone in their team open and constructive feedback through face-to-face conversations. Leaders are required to hold a formal conversation with every employee in their team at least once a year to review their performance and identify how it can be improved further. Employees are encouraged to formulate personal development plans.

Multi- 18 Function of corporate headquarters national corporations are seen as moving towards a network form of organisation (Ghoshal and Bartlett, 1990). Castells’ The Rise of the Network Society argues that network-based organisation has become the dominant organisational form in the ‘information economy’. This organisational form is termed the ‘network enterprise’. It is that specific form of enterprise whose system of means is constituted by the intersection of segments of autonomous systems of goals.

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