Outward Direct Investment Success

Strategies for Chinese Companies

Gebonden Engels 2026 1e druk 9781041093329
€ 249,65
Levertijd ± 11 werkdagen
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This book offers readers a China-centric and people-focused practical guide to achieving sustainable Outward Foreign Direct Investment (OFDI) success in an increasingly polarized world.

It is written for Chinese leaders at all management levels who are engaging in OFDI or planning to do so. It highlights essential policy and process changes and emphasizes and illustrates the advantages offered by leveraging Chinese cultural values, attitudes and resultant behaviours in a global context. It also offers valuable insights into effective dealing with Chinese companies for foreign company executives and foreign government policy-makers and officials in target and host nations, as well as for those engaged in Foreign Direct Investment (FDI) in China. The book contains extensive Chinese company and industry case examples and topic-specific findings, plus analysis of individual Chinese companies’ successes and failures, as well as appropriate strategic and operational best practice for both Chinese and non-Chinese companies involved in cross-cultural mergers and acquisitions.

This is a practical book of interest to Chinese business managers, Human Resources and strategic planning executives, as well as non-Chinese practitioners interested in understanding Chinese companies and culture.

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Inhoudsopgave

PART 1 FOLLOWING THE TRAJECTORY OF CHINA’S INTERNATIONALIZATION CONTEXT 1990–2025 1. Introduction: in search of sustainable OFDI success with Chinese characteristics; 2. Policy evolution: understanding the evolving national policies that have shaped Chinese OFDI; PART 2 LEARNING FROM CHINA’S OFDI EXPERIENCE 1990–2025 3. Delivering on national priorities: China’s SOE OFDI Experience; 4. Balancing national priorities and company strategies: The non-SOE OFDI experience; PART 3 CHINESE CULTURE AS BOTH LIABILITY AND ASSET 5. Seeking cultural advantage: identifying China’s cultural differences and similarities in a global context; 6. Chinese managers and global leadership: assessing competencies and cultural advantages; PART 4 PREPARING FOR SUSTAINABLE SUCCESS 7. Target country scrutiny: undertaking the strategic-level pre-investment evaluation, with an emphasis on societal and cultural factors; 8. Target company suitability: undertaking the strategic-level pre-investment evaluation, with an emphasis on societal and cultural factors; PART 5 ALIGNING PEOPLE WITH STRATEGY 9. China’s management talent pool: evaluating international readiness; 10. Choosing the right people: lessons from the field; PART 6 MANAGING INTERNATIONAL OPERATIONS 11. Managing cross-cultural international subsidiaries: tackling the practical implementation planning and operational challenges; 12. Managing successful expatriates: overcoming the challenges via a whole-of-life-cycle approach; PART 7 ENSURING BEST FIT FOR SUSTAINABLE SUCCESS: IMPLICATIONS FOR TOP LEADERSHIP 13. Essential transformations: leadership roles and failure as a positive; 14. Key enablers and Chinese cultural advantages: leveraging both to achieve effective implementation; PART 8 SUSTAINABLE OFDI SUCCESS IN AN UNCERTAIN WORLD 15. Summary and key insights: major implications and practical guidance for top management in leading the transition to internationalization; 16. Eight keys to sustainable international success for Chinese companies in an uncertain world

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          Outward Direct Investment Success