Occupying the Managerial Workplace in Sino—foreign Joint Ventures: A Strategy for Control and Development?
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During the past decade, China has attracted more direct investment by foreign companies than any other emerging economy, and has ranked second only to the USA as a host country for such investment (United Nations, 1999). It has continued to retain this position despite the Asian economic crisis. Foreign-invested firms have steadily become a larger part of the Chinese economy, accounting for 15 per cent of its total investment in fixed assets by the end of 1997, and employing around 18 million people. These firms are mainly JVs, though the number of new wholly-owned subsidiaries exceeded that of new JVs for the first time in 1997. They already constitute an important Chinese ‘workplace’, even in purely quantitative terms. The qualitative significance of foreign-invested firms is even greater because they are regarded as major agents for China’s development through their inward transfer of technology and managerial expertise. The managers and other expatriate personnel who are appointed to foreign-invested firms are expected to assist this transfer.
KeywordsParent Company International Joint Venture Foreign Partner Chinese Parent Equity Share
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