The People's Republic of China (PRC) is home to 25 per cent of the world's population. This makes it potentially the biggest market for goods and services in the world. It is not surprising, therefore, that following the economic reforms, which were started in 1979, China has been seen as a major growth area for those seeking global market opportunities.

This pioneering book offers a unique constellation of essays focused on the important social and economic changes affecting educational institutions in China. It provides an in-depth examination of the potential and obstacles for business and management education in the world's second largest economy and most populated country.This volume is an essential resource for anyone with an interest in teaching, developing a new program, or entering into a joint venture in China. A wide range of topics, such as economic transition, pedagogical issues, professional training and alliance formation, are discussed from the standpoint of deans, educators, directors and consultants of educational institutions hailing from both the East and the West.

Business education is a critical ingredient in establishing a viable middle class of managers in transitioning and developing economies. Compiled in association with the Center for International Business Education and Research, this comprehensive examination of business and management education, pedagogical models, and curricula innovations in institutions around the world is the first such work to emphasize emerging markets.

The book is designed for academics and graduate students in organization theory, social theory, cybernetics, cross-cultural theory and systems theory. It examines social collectives and organisation culture, presenting a theoretical framework capable of improving our understanding and anticipation of its patterns of behaviour.

This book presents strategies and practices for facilitating effective learning for mainland Chinese students in western based education – regarding e.g. the choice of instructional techniques, attention to students’ cultural dislocation aspects, comfort, familiarity, and ease of knowledge transfer. It embeds innovativeness at a conceptual level, and argues for a holistic and “engaged” approach to learning effectiveness for mainland Chinese students.

Knowledge, as intellectual capital in organizations, is one of the most valuable resources in the global economy; yet knowledge management research has been largely contained both within organizational boundaries and from the perspective of the West (in particular the United States). Here, the views of a diverse range of well-known academic researchers, industry leaders, and public policy experts have been brought together to show how knowledge and knowledge management perspectives vary across different cultures, in different contexts, using different processes for different purposes.

Managing across Cultures introduces the concepts, policies and practices of managing resources in different socioeconomic, political and cultural contexts. It is structured on a country-by-country basis to allow a closer and more rigorous examination of the factors that influence labour market trends, organization and employment policies and practices in specific countries. The book: - includes dedicated chapters on emerging economies in Asia, Africa, the Middle East and Latin America - provides an understanding of the theoretical underpinnings and the practical implications of different national approaches to management in a clear and coherent style -packed with case studies and examples from a wide range of geographical contexts - contains learning features such as: learning objectives; tasks; summaries; suggestions for further reading; and revision questions.

A case is a description of an actual business situation. In the classroom students are expected to identify the problem, generate alternative solutions, evaluate the alternatives and make a decision that can be reasonably implemented. The case method which involves active participation by students in the classroom process is particularly valuable in providing students with the skills and knowledge needed to become a superior practicing manager. The case method of teaching has been in use in western business schools and management training programs for almost 100 years and has been widely adopted. But the case method has only been introduced in China relatively recently. In this ground breaking study Jim Hatch and Fengli Mu conducted over 100 interviews with administrators, professors and students at Chinas top business schools focusing on the opportunities and challenges that this method presents. This book will be valuable to a wide variety of audiences including instructors who employ the case method in university and executive development programs, managers of human resource development departments, and multinational companies seeking insights into working with Chinese managers.

This volume concerns several aspects of China's changing market based economy. These include commercial contract enforcement, corporate structures, competition law and other issues related to China's membership in the WTO. In the past two decades, the rapid integration of China's economy into the global marketplace has created obligations and expectations of non-discrimination and regulatory transparency in domestic markets. The Chinese government has responded by demanding better governance within major companies, market sectors and public administration generally. However, as the articles in this volume show, it has struggled to find a corporate structure capable of absorbing external equity investment and participation but still amenable to direct and indirect state guidance. It has also moved cautiously in creating legal controls over unfair competition. Moreover, the protection of state owned enterprises, which serve as vehicles for domestic economic, social and political policy, has been a recurring issue in China's WTO trade disputes.

Examines the legal ramifications of economic and social changes in China, mid 1990s to present.