The China business model : originality and limits /
The China Business Model: Originality and Limits emphasizes transformation of the Chinese Business Model over the last decades. The impact of the financial crisis on China helps the reader understand its evolution towards capitalism. Topics covered include CSR, leadership, and management in China, h...
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| Other Authors: | , |
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
Cambridge, MA ; Kidlington, UK :
Chandos Publishing is an imprint of Elsevier,
[2017]
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| Series: | Elsevier Asian studies series.
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| Subjects: | |
| Online Access: | CONNECT |
Table of Contents:
- Front Cover; The China Business Model; Copyright Page; Contents; List of Contributors; Editors' Biography; Authors' Biography; Acknowledgment; 1 Introduction: The China Business Model in Context-Setting the Scene; 1.1 Introduction; 1.2 Setting the Scene; 1.3 Aims and Structure; 1.4 Content; 1.5 Conclusion; References; I. Management and Culture; 2 Guanxi Culture: How it Affects the Business Model of Chinese Firms; 2.1 Introduction; 2.2 Background; 2.2.1 Traditional Cultural Values; 2.2.2 Modern Social Atmosphere; 2.3 Guanxi Bases; 2.3.1 Kinship Guanxi Bases; 2.3.2 Commonality Guanxi Bases
- 2.3.2.1 Neighbors2.3.2.2 Same Hometown; 2.3.2.3 Same School; 2.3.2.4 Same Working Place; 2.4 Guanxi Practices; 2.4.1 Guanxi Practice During the Initiation Phase; 2.4.2 Guanxi Practice in the Cultivation and Maintenance Phase; 2.5 Guanxi Exchange Mechanisms; 2.5.1 Renqing (Favor); 2.5.2 Renqing Rule; 2.5.3 Xinyong (Trustworthy) and Mianzi (Face); 2.6 Guanxi's Main Characteristics; 2.6.1 Utilitarian Aspect; 2.6.2 Emotional Aspect; 2.7 Guanxi and Business; 2.7.1 Business With Government Guanxi; 2.7.1.1 Resource Acquirement; 2.7.1.2 Information Access; 2.7.1.3 Get Protection
- 2.7.1.4 Antibureaucracy2.7.2 Business Guanxi; 2.7.2.1 Direct Influence; 2.7.2.1.1 Trust; 2.7.2.1.2 Information Sharing; 2.7.2.1.3 Resource Acquirement; 2.7.2.1.4 Cost Savings; 2.7.2.1.5 Satisfaction; 2.7.2.1.6 Interdependence; 2.7.2.1.7 Negotiation; 2.7.2.1.8 Flexibility; 2.7.2.1.9 Cooperation; 2.7.2.1.10 Coordination; 2.7.2.2 Indirect Influence; 2.7.2.2.1 Long-Term Orientation; 2.7.2.2.2 Financial Performance; 2.7.2.2.3 Market Performance; 2.7.2.2.4 Supply Chain Performance; 2.8 Conclusion; References
- 3 Interpreting China's Model for Business: Roles of Corruption, Favoritism, Reliability, and Responsibility3.1 Some Basic, Relevant Information About China; 3.2 Interpretive Framework for Evaluating the Chinese Model for Business; 3.3 Assessment of Four Dimensions of Business Motives and Behavior; 3.3.1 Corruption; 3.3.2 Favoritism; 3.3.3 Reliability; 3.3.4 Responsibility; 3.3.5 CSR and Business Ethics; 3.3.6 Corporate Philanthropy; 3.4 Conclusion; References; 4 Evolution of Responsible and Sustainable Corporate Identity for Chinese Firms; 4.1 Introduction
- 4.2 Historical Perspective on the Evolution of CSR in China4.3 Evolution of CSR Into CS in China; 4.4 CSR/CS Theoretical Framework in China; 4.5 International Standards for CSR/CS; 4.5.1 UN Global Compact; 4.5.2 G4-Global Reporting Initiative (GRI); 4.5.3 International Standard, ISO 26000; 4.6 CSR/CS Reporting in China; 4.6.1 Role of Chinese Government in CSR Reporting; 4.7 CSR/CS Activities of Chinese Firms in Various Sectors; 4.8 Consumer Response to CSR in China; 4.9 Perceived Benefits of CSR/CS-Company Image and Financial Performance; 4.10 Conclusions; References.
