White papers
| Title: |
Doing Business in China: A Brief on Best Practices For U.S. Companies |
| Author: |
XMei International |
| Length: |
3 pages |
| Summary: |
China has become a must-win market in U.S. corporate growth strategies. However, what works in the U.S doesn’t always work in China. As the fastest developing economy in the world today, China offers many opportunities to multinational organizations—but a number of challenges as well. In this summary, XMei International pinpoints three of the biggest hurdles to U.S. companies seeking to do business in China—cultural differences, talent management and quality of leadership—and offers solutions to effectively clear these hurdles.
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| Title: |
Find the Right Talent in Today’s Competitive Marketplace in China |
| Author: |
Jim Yang, Vice President of International Business, ChinaHR.com with Scott Eldridge II, Associate Editor at Guanxi Magazine
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| Length: |
8 pages |
| Summary: |
According to a 2006 ChinaHR.com survey, the biggest challenge for recruiters in China is attracting suitable candidates. In a highly competitive job market where many positions go unfilled, it is critical for employers to understand what candidates value most in an employer. Jim Yang explores these values, including treatment of employees, company culture and work environment, and offers suggestions that can improve a company’s image to prospective employees. He also offers solutions for finding talent, including the locations of specific talent hubs.
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| Title: |
Strategic Differences in Best Practices: China vs. FIEs |
| Author: |
Dr. Irv Beiman, Chairman
eGate Consulting, Shanghai, Ltd.
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| Length: |
6 pages |
| Summary: |
Dr. Beiman compares the strategy execution of the better-run Chinese companies to FIEs (Foreign Invested Enterprises) and describes the significant differences between their strategy management processes. The Chinese companies have an ongoing strategy management process that is customized for their organization. The FIEs typically follow a strategy defined by the corporate headquarters, which often does not take into account the cultural or market differences in China. Dr. Beiman also compares how performance management is handled between Chinese companies and FIEs, and describes the results of each approach.
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| Title: |
Getting Results in China (Executive Summary) |
| Author: |
Heidrick & Struggles, and the Stanford Project on Regions of Innovation and Entrepreneurship |
| Length: |
4 pages |
| Summary: |
China’s rapid growth and the shortage of leadership talent have amplified the importance of talent strategies. Companies are experiencing a crisis in retaining skilled professional talent. As a result, attracting, developing and retaining key talent are top priorities for Chinese executives. Heidrick & Struggles and the Stanford Project on Regions of Innovation and Entrepreneurship (SPRIE) recently completed a one-year study involving interviews with more than 100 top executives in China’s high tech industry. This paper describes what these leaders are doing to meet their leadership and talent challenges.
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| Title: |
Managing Through Understanding |
| Author: |
Donny Huang, Managing Director
4stones Cross-Cultural Consulting Group |
| Length: |
3 pages |
| Note: |
Donny Huang will be a speaker at the upcoming U.S. – China HR
Conference, May 23-25 in San Francisco, CA |
| Summary: |
Western management style focuses on driving results through structure and system, but this may not be the best way to get results in China. The key features of a Chinese management style are to develop trust among all parties and a strong emphasis on balance and harmony. Western managers operating in China must find a balance between these two styles to lead Chinese operations effectively. This paper shares some keys to effective communications, leadership, delegation, feedback, and motivation for Chinese staff.
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| Title: |
Mentality, Mindset, Mianzi: How to Avoid a Crisis |
| Author: |
Donny Huang, Managing Director
4stones Cross-Cultural Consulting Group |
| Length: |
3 pages |
| Note: |
Donny Huang will be a speaker at the upcoming U.S. – China HR
Conference, May 23-25 in San Francisco, CA |
| Summary: |
To be successful in China, a western company must integrate Chinese cultural aspects to successfully deal with and motivate staff, business partners and customers. To do this, western managers must thoroughly understand basic Chinese cultural insights. This paper describes the hidden cultural rules that play into the daily reality of doing business in China, including “mianzi” (face), the hierarchical mindset and group mentality. Misunderstanding the intricacies of Chinese culture on business can lead to public relations crises or severe damage to a brand’s reputation, as illustrated in this paper.
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| Title: |
Successful Strategy Execution: Coping with Complexity and Misalignment |
| Author: |
Dr. Irv Beiman, Chairman, eGate Consulting |
| Length: |
3 pages |
| Note: |
Dr. Beiman will be a keynote speaker at the upcoming U.S. – China HR Conference on May 23 – 25 in San Francisco, CA. |
| Summary: |
Most foreign invested enterprises operating in China have the strategic intent to create leverage in sourcing, production, and revenue growth through a China strategy. They have learned that executing strategy in China is full of complex challenges and chaotic change. There are lessons to be learned from Chinese organizations that are managing strategy successfully by following international best practices that have been adapted for China.
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| Title: |
Strategy Management Survey Results: How to be a “Winner” in China |
| Author: |
Dr. Irv Beiman, Chairman, eGate Consulting |
| Length: |
2 pages |
| Summary: |
What is the most important business challenge for companies in China? The answer is strategy management, which includes strategic planning or formulation, execution and evaluation. This article explores the three most important lessons learned.
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