Kirton offers a comprehensive, systematic examination of China’s G20 approach, diplomacy and influence since the G20’s start as a forum for finance ministers and central bankers in 1999. This comprehensive reference tool works its way through China’s elevation to the leaders’ level with summits from 2008-2014, to the prospects for its Antalya Summit in November 2014 and above all China’s first summit as host in Hangzhou in the autumn of 2016. This book contains a full treatment of China’s role in the summits from 2011 to 2014, and China’s plans, role and prospects for the summits in 2015 and 2016. Analytically, it develops and tests at the level of a single member country the systemic hub model of G20 governance that was developed for and guided in Kirton’s 2013 book, G20 Governance for a Globalized World.

Seminar paper from the year 2010 in the subject Economics - International Economic Relations, grade: 1,1, The University of Hong Kong, language: English, abstract: History plays a funny role in repeating itself. With light of the current trade frictions between the United States and China, their trading histories become increasingly relevant. Little did both sides know the substantial impact of President Nixon’s 1972 meeting with Chairman Mao—the event laid the basis for growth and development between both countries for the next several decades: into a present where the US dominates while China has the fastest growing financial market of the Twenty-first Century. Up until recently, their trade relations have been, if not smooth, at least civil. However, the increasing number of disputes in trade and policy-making may adversely affect the development of Sino-US relations on the world market. As the international society turns their critiquing eyes towards the friction currently plaguing the US and China, the two world powers are placed in the precarious position of settling these disputes to not only decide the future of their own fragile partnership, but the ultimate direction of the world trading scene.

The key for lasting competitive advantage lies in embracing innovation as a core value and managing it effectively. Innovation Management provides a comprehensive overview of innovation theory and a framework for implementation, intended for business school students of Innovation Management, managers, and practitioners alike. In this new text, authors Jin Chen and Gang Zheng examine innovation from the perspectives of strategy, internal processes, resource management, and organizational culture. Numerous case studies, illustrating both successes and failures in innovation, include Tesla, P&G, Apple, Uber, Google, NVIDIA, Haier Group, Motorola, and Nokia. Staring from a systematic introduction to the types, process and models of innovation, the authors present a strategical management framework that includes models for indigenous innovation, total innovation, open innovation and holistic innovation. They outline the key roles played by management of capital, information and knowledge systems, human resources, and IP rights. Organizational systems that are designed to stimulate innovation within the corporation are detailed, and finally the authors examine the future of innovation management, focusing the need for sustainable innovation that recognized the importance of environmental and ecological concerns.