Titlebook: Managing Chinese Outward Foreign Direct Investment; From Entry Strategy Xueli Huang,Ying Zhu Book 2016 The Editor(s) (if applicable) and T

Flounder

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CLAY

Corporate Governance in Chinese-Controlled Subsidiaries,on and advancement of technology, as well as the growing participation of MNCs from emerging economies such as BRICS countries (Brazil, Russia, India, China and South Africa). Consequently, the revenues and profits generated by foreign subsidiaries can represent substantial amounts to the MNCs. More

环形

Cross-Cultural Management and HRM,d “soft” HRM policies and practices could enable them to overcome these problems. Using case studies of Chinese companies operating in Australia, this chapter focuses on identifying problems, developing adequate policies and implementing them in a culturally appropriate manner. Companies from a tran

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果仁

Book 2016ce of global capital.Nevertheless, Chinese investors have encountered many challenges in making their investment decisions and managing their foreign direct investments for sustainable development and profitability. Managing Chinese Outward Foreign Direct Investment focuses on the management of Chin

GORGE

Introduction, Chinese government has indicated that its OFDI will be more than US$500 billion by the end of its 12th five-year plan (2011–2015). It is widely expected that in the next decade Chinese OFDI will exceed 1 trillion US dollars.

吞噬

Strategic Entry Considerations and Their Impact on Investment Performance in the Australian Mining eveloped countries is growing and has so far concentrated on the role of institutions (Meyer, 2004), the firm’s ownership (Cui & Jiang, 2012; Cui et al., 2011) and investment motives (Deng, 2009; Rui & Yip, 2008).

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Conclusion: Ongoing Challenges for Chinese OFDI and MNCs Operating Abroad,n for the future economic development in China. Therefore, we have been able to observe a large number of Chinese MNCs investing in other developed and developing countries in recent years; Australia being one of them.