Foreign investment and corporate governance in China
Author(s)
Bibliographic Information
Foreign investment and corporate governance in China
Palgrave Macmillan, 2005
Available at 17 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references (p. 269-275) and index
Description and Table of Contents
Description
This book reports on foreign investments in transitional economies and the corporate governance of international strategic alliances in China. It throws new light on the relationship between ownership, corporate governance, international technology transfer, organizational learning and the performance of such alliances. The book reviews the problems encountered by these international strategic alliances, provides significant empirical evidence of foreign investment decisions and profiles corporate governance and organizational learning in strategic alliances. Based on research into 1000 firms in China, it draws important conclusions for theory and practice.
Table of Contents
List of Figures List of Tables Preface Acknoledgements List of Abbreviations PART 1: FOREIGN INVESTMENT IN TRANSITIONAL ECONOMIES The Rise of the Transitional Economies Foreign Direct Investment PART 2: BUILDING BLOCKS FOR CORPORATE GOVERNANCE Building Blocks for National Institutions Building Blocks for Corporate Governance Research Undertaken into Foreign Investment and Corporate Governance PART 3: MANAGING AN INTERNATIONAL STRATEGIC ALLIANCE Forming an International Strategic Alliance Ownership Investments and International Technology Transfer Exercising the Strategic Role of the Board and Management Corporate Culture and an International Strategic Alliance in Transition Organizational Learning PART 4: IMPLICATIONS FOR RESEARCH AND PRACTICE What We Still Need to Learn References Appendix I: Interview Questionnaire for Forming an International Strategic Alliance Appenidix II: Major Tax Payments for Foreign Firms In China
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