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Impact of globalization on China’s economy
Impact of globalization on China’s economy
Impact of globalization on China’s economy
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Introduction
China’s modern economic growth has been progressing on a scale that is unparalleled in the history of any nation, sustaining a growth rate of about 10% per year for the past 25 years. This is even more remarkable considering that the world is at a stage of transformation and globalization. In such times, countries with higher levels of technological development and human capital are naturally positioned to take advantage of the new growth opportunities. Although at the start of China’s reform era the nation was underdeveloped relative to the powerful nations of the world, it has been able to close the gap significantly over the recent years. One reason cited behind this progress has been that China was open to integration with the world economy and has taken advantage of foreign direct investment to accelerate its growth. I wish to analyze the dynamic of this FDI relationship and discuss the extent to which the Chinese parties in this relationship have actually accrued the benefits that they expect to receive. In particular, a large part of the expected benefit is to come from the transfer of best management practices by the foreign multinational corporations to Chinese firms, thereby developing the human capital of China. I will look to the recruiting practices of MNC’s in China to assess this level of benefit. Additionally, these recruiting practices may also prove to be an indicator that gauges the extent to which the Chinese-side business development has caught up to developed world standards set by the most economically dominant nations.
Driving forces in the MNC-local party relationship
As China has entered into the reform era and taken up the path to marketization and opening its economy, relationships ha...
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I found this article "Foreign direct investment: Companies rush in with the cash" on the financial times website (www.FT.com) published December 11, 2002 written by John Thornhill. The reason for choosing this article is my personal interest in the Chinese economy and its attractiveness to the foreign investors. Apart from the foreign direct investment this topic has also helped me in understanding the impact of Chinese economy on the global market.
At first Chinese workers were perceived favorably because of their good work ethics, and employers were pleased to hire foreign workers who were willing
Another negative aspect of globalization that can be closely linked to the settlement of MNCs and FDI in China and the exploitation of its resources is that the returns of the investment placed in China or the money made by the MNCs is fully returned to the home country of the MNC. When MNCs settle in China, they do pay a corporate tax to the Chinese government. The benefits of this to the government is that they will charge them corporate taxes and have jobs in the labor force created. However, the profits made by these MNCs do not retain in China and are sent back to their home country. This implies that the MNCs simply exploit the resources available in China such as cheap labor and low production costs and do not fully return benefits to the Chinese people. This also creates a loss of economic sovereignty and loss of economic security in China as its resources are being used up and it is not
With the development of China, the economy of China has become the World’s second largest after the US. On the other hand, the ...
In the reading "A first time expatriates experience in a joint venture in China" we have come to understand the nature and structure of the joint venture between the U.S.A. and China and the role that James Randolf played to strengthen and maintain the international partnership.
They also see their managers as task masters and expert problem solvers rather than as motivators and they value production roles more than leadership roles (Hofstede, 1993, p. 83). In Japan, they value employee loyalty. They expect their workers to join a company and remain there for the duration of their working life. They have a groupthink outlook and spend a lot of time working in groups. They value what is good for the company and the team rather than looking for individual recognition and tend to be more peer led than manager led, which means that US management cultures are not a good fit for countries like Japan (Hofstede, 1993, p. 83-84). In France, employees who are educated are more highly respected and their workers are divided into two categories. There are the properly educated workers (cadres) and the not properly education workers (non-cadres). There is no crossing between the two and the cadres are given privileges that the non-cadres are not regardless of their actual job title or task (Hofstede, 1993, p. 84-85). In Holland, they manage by consensus (Hofstede, 1993, p. 85). China has many smaller, family run businesses and because of this, many times the manager and the owner are the same. They tend to be more specialized and less global, and most of the decisions are made by the most dominant member of the family that owns the business. They are very thrifty when it comes to cost and spending and apply Confucian values on money. Their management system is very lacking of modern business management practices (Hofstede, 1993, p. 86). In short, all these comparisons can be summed up by saying that all companies everywhere have a concept of management, but what it means and how it’s practiced is different around the world (Hofstede, 1993, p. 88-89). So, if
Learning phase, firms started to build alliances with international respected companies, such as, possible competitors or acquisitions, absorbing the information about new technology and services, and know-how to improve their own brand. However, achieving this phase was no easy, China had its doors closed for foreign businesses for decades. They needed to train their key managers about how international companies work and manufacturing skills.
International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...
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China's development is praised by the whole world. Its developments are not only in the economic aspect, but as well in its foreign affairs. Compared with other developed countries, China is a relatively young country. It began constructing itself in 1949. After 30 years of growth, company ownership had experienced unprecedented changes. Entirely, non-state-owned companies can now be more involved in sectors that used to be monopolized by state-owned companies.
It is true to say that globalisation is a two-way street. As international business and trade continue to grow, models of organisations and approaches to management are beginning to merge; nevertheless it remains imperative for firms to understand and govern across the myriad of cultural differences which still exist. These differences seem most apparent in China, where managerial values are deeply rooted in archaic and powerful culture. Some authors argue that even with a certain degree of convergence between Chinese and Western cultures, such convergence does have its restrictions.
High turnover rate of expatriate: expatriate managers are frustrated with the performance and practices of local employees. And they do not have enough international experience and cross-cultural communication and sensitivity training.
Greenwald, B. C. N. and Kahn, J. 2009. Glob•ali•zaʹ•tion n. the irrational fear that someone in China will take your job. Hoboken, N.J.: John Wiley & Sons.
Sonderberg, A-M & N Holden. (2002), Rethinking cross cultural management in a globalizing business world' International Journal of Cross Culture Management 2(1): 103-121