Intercultural management in China: strategies of Sino-European and Sino-Japanese joint ventures
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
Wiesbaden
Dt. Univ.-Verl.
1998
|
| Schriftenreihe: | DUV : Wirtschaftswissenschaft
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverz. S. [298] - 325 |
| Beschreibung: | XXI, 346 S. graph. Darst. |
| ISBN: | 3824403838 |
Internformat
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| 100 | 1 | |a Lang, Nikolaus-Sebastian |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Intercultural management in China |b strategies of Sino-European and Sino-Japanese joint ventures |c Nikolaus S. Lang |
| 264 | 1 | |a Wiesbaden |b Dt. Univ.-Verl. |c 1998 | |
| 300 | |a XXI, 346 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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| 490 | 0 | |a DUV : Wirtschaftswissenschaft | |
| 500 | |a Literaturverz. S. [298] - 325 | ||
| 502 | |a Zugl.: St. Gallen, Univ., Diss., 1998 | ||
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Datensatz im Suchindex
| _version_ | 1807773295795240960 |
|---|---|
| adam_text |
TABLE
OF
CONTENTS
FOREWORD
BY
JAMES
C,
ABEGGLEN
.
V
FOREWORD
BY
EMIL
BRAUCHLIN
.
VH
PREFACE
.
IX
TABLE
OF
CONTENTS
.
XI
TABLE
OF
FIGURES
.
XIX
PART
A:
INTRODUCTION
_
1
1.
CULTURE
AS
A
KEY
ELEMENT
IN
SINO-FOREIGN
COOPERATION
.
1
2.
ANALYTICAL
FRAMEWORK
.
3
2.1
WHAT
IS
CULTURE?:
DEFINITION
AND
SCOPE
.
3
2.2
TWO
PHASES
OF
ANALYSIS:
EXPLANATORY
DESCRIPTION
OF
ICMDS
AND
INTERCULTURAL
ANALYSIS
OF
SMAS
.
6
2.3
TWO
RESEARCH
PERSPECTIVES:
WHY
COMPARE
SINO-EUROPEAN
AND
SINO-JAPANESE
JOINT
VENTURES?
.
8
3.
AIMS
AND
GOALS
OF
THIS
STUDY
.
12
4.
PRECIS
OF
ANALYSIS:
METHODOLOGY
.
14
4.1
INSTRUMENTS
OF
RESEARCH:
QUALITATIVE
INTERVIEWS
AND
CASE-STUDY
ANALYSES
.
14
4.2
STRUCTURE
OF
THE
FIELDWORK
.
18
4.3
TIMING
OF
THE
RESEARCH
.
21
XN
TABLE
OF
CONTENTS
PART
B:
NATIONAL
CULTURES
AND
THEIR
INFLUENCE
ON
MANAGEMENT
23
1.
THE
ROLE
OF
NATIONAL
CULTURES
IN
MANAGEMENT
.
23
1.1
NATIONAL
CULTURES
AND
CORPORATE
CULTURES:
THE
DIFFERENT
LAYERS
.
23
1.2
NATIONAL
CULTURES
AND
MANAGEMENT
.
24
1.3
DEFINING
SOCIO-CULTURAL
BACKGROUNDS
AS
A
BASIS
FOR
MUTUAL
UNDERSTANDING
.
26
2.
RELEVANT
CULTURAL
ELEMENTS
IN
SINO-EUROPEAN
AND
SINO-JAPANESE
JOINT-VENTURE
MANAGEMENT
.
28
2.1
THE
SOCIO-CULTURAL
BACKGROUND
OF
CHINESE
MANAGERS
.
28
2.1.1
HERITAGE
OF
CONFUCIUS
.
29
2.1.2
LEGACY
OF
COMMUNISM
.
32
2.1.3
INTERRELATEDNESS
OF
LIFE
IN
CHINA:
FAMILY
AND
GUANXI
.
36
2.1.4
SYNTHETIC
VIEW
OF
THE
WORLD
.
39
2.1.5
NEW
PHILOSOPHY
OF
EGOISTIC
MATERIALISM
.
42
2.1.6
AMBIVALENT
RELATIONS
TO
FOREIGNERS:
HISTORY
AND
CURRENT
REALITY
.
44
2.2
THE
SOCIO-CULTURAL
BACKGROUND
OF
EUROPEAN
MANAGERS
.
46
2.2.1
RATIONALISM
AND
LOGIC
IN
MANAGERIAL
ACTION
.
46
2.2.2
PRINCIPLES
AND
SEARCH
FOR
CERTAINTY
.
49
2.2.3
PARTICIPATIVE
MANAGEMENT:
IDEAL
OR
REALITY?
.
51
2.2.4
TWO
SPHERES
OF
LIFE:
PRIVATE
VS.
PUBLIC
.
52
2.2.5
TRADITIONAL
INDIVIDUALISM
.
54
2.3
THE
SOCIO-CULTURAL
BACKGROUND
OF
JAPANESE
MANAGERS
.
55
2.3.1
JAPANESE
CONFUCIANISM
.
56
2.3.2
CORPORATE
COLLECTIVISM:
THE
UCHI
MENTALITY
.
59
2.3.3
CONSENSUS
AND
PARTICIPATION
IN
MANAGEMENT
.
62
2.3.4
PRAGMATISM
IN
ACTION
AND
THOUGHT
.
64
2.3.5
CAUTION
IN
INTERNATIONAL
COOPERATION
.
66
2.3.6
JAPAN
'
S
"
SWORD
OF
DAMOCLES
"
IN
CHINA:
THE
HISTORICAL
PAST
AND
ITS
INFLUENCE
.
68
2.4
SUMMARY
AND
IMPLICATIONS
FOR
SINO-FOREIGN
JOINT-VENTURE
MANAGEMENT
.
71
TABLE
OF
CONTENTS
XIN
PART
C:
INTERCULTURAL
MANAGEMENT
DIFFERENCES
--------------
73
1.
TYPOLOGIES
OF
INTERCULTURAL
MANAGEMENT
DIFFERENCES:
THEORETICAL
FOUNDATIONS
.
73
1.1
CULTURAL
DICHOTOMIES:
THE
CONCEPT
OF
ICMDS
.
73
1.2
EARLIER
STUDIES
ON
ICMDS
IN
SINO-FOREIGN
JOINT-VENTURE
MANAGEMENT:
A
REVIEW
OF
THE
LITERATURE
.
74
1.2.1
DESCRIPTIONS
OF
ICMDS
IN
SINO-EUROPEAN
JOINT
VENTURES
.
75
1.2.2
DESCRIPTIONS
OF
ICMDS
IN
SINO-JAPANESE
JOINT
VENTURES
.
78
1.3
DESCRIBING
ICMDS:
THE
EXPLANATORY
APPROACH
.
81
2.
INTERCULTURAL
MANAGEMENT
DIFFERENCES
IN
SINO-EUROPEAN
JOINT
VENTURES
.
83
2.1
COMPANY
ENVIRONMENT
.
84
2.1.1
INTERFERENCE
OF
GOVERNMENT
AND
PARTY:
CONSTRAINT
OR
TRADITIONAL
LEADERSHIP
ROLE
?
.
84
2.1.2
LAWS
AND
CONTRACTS
IN
CHINA:
GREEK
COLUMNS
VS.
SMALL
PLANTED
TREES
.
87
2.1.3
MANAGEMENT
BY
GUANXI:
RITUALIZED
CORRUPTION
OR
THE
ART
OF
KNOW-WHO?
.
89
2.2
ORGANIZATION
PATTERNS
.
92
2.2.1
AGE
IN
MANAGEMENT:
YOUNG
PERFORMERS
VS.
GERONTOCRACY
.
92
2.2.2
INFORMATION-HANDLING:
BROAD
DISSEMINATION
VS.
HIERARCHICAL
ELITISM
.
95
2.2.3
DEPARTMENTALISM:
HORIZONTAL
PROCESSES
VS.
MOUNTAIN
PEAKS
.
97
2.3
MANAGEMENT
PROCESSES
.
101
2.3.1
DECISION-MAKING:
LOGICAL
PROBLEM-SOLVING
VS.
EMERGING
SOLUTIONS
.
101
2.3.2
PLANNING
AND
SCHEDULING:
BUSINESS
PLANS
VS.
"
SYMBOLIC
COOKING
OF
NUMBERS
"
.
104
2.3.3
MANAGERIAL
PRAGMATISM:
PRINCIPLES
VS.
GRAY
ZONES
.106
2.4
WORK
ATTITUDE
.
108
2.4.1
MOTIVATION:
SELF-ACTUALIZATION
VS.
SALARY
ORIENTATION
.
108_
2.4.2
QUALITY
AND
CARE:
WESTERN
PERFECTIONISM
VS.
"
90%
IS
OKAY
"
.
ILL
2.5
INTERPERSONAL
RELATIONSHIPS
.
113
2.5.1
COMMUNICATION:
DISCUSSION
VS.
CONSENSUS
.
113
2.5.2
FACE:
INTERPERSONAL
PLOY
OR
PARAMOUNT
REGULATOR
OF
SOCIAL
LIFE?
.
116
2.5.3
PUBLIC
AND
PRIVATE
LIFE:
SPECIFIC
DIFFERENTIATION
VS.
DIFFUSE
BLEND
.118
2.5.4
COLLECTIVISM:
REALITY
OR
IDEOLOGICAL
ARTIFACT?
.120
2.6
STATISTICAL
EVIDENCE:
RANKING
OF
SINO-EUROPEAN
ICMDS
.
122
XIV
TABLE
OF
CONTENTS
3.
INTERCULTURAL
MANAGEMENT
DIFFERENCES
IN
SINO-JAPANESE
JOINT
VENTURES
.
125
3.1
COMPANY
ENVIRONMENT
.126
3.1.1
INFLUENCE
OF
LOCAL
AUTHORITIES:
ARBITRARY
INTERFERENCE
OR
ADMINISTRATIVE
GUIDANCE?
.
126
3.1.2
LAWS
AND
REGULATIONS:
SEARCH
FOR
LEGAL
CERTAINTY
VS.
SUDDEN
CHANGES
.
129
3.2
ORGANIZATION
PATTERNS
.132
3.2.1
LEADERSHIP
PATTERNS:
BENEVOLENT
PATERNALISM
VS.
HIERARCHICAL
DIFFERENTIATION
.
132
3.2.2
CORPORATE
HIERARCHY:
ORGANIZATION
TOOL
OR
BACKBONE
OF
MANAGEMENT?
.
135
3.2.3
WORK
ORGANIZATION:
ROTATING
GENERALISTS
VS.
ISOLATED
SPECIALISTS.
136
3.3
MANAGEMENT
PROCESSES
.140
3.3.1
DECISION-MAKING:
BOTTOM-UP
VS.
TOP-DOWN
.
140
3.3.2
PLANNING
AND
SCHEDULING:
LONG-RANGE
VISION
VS.
SHORT-TERM
ORIENTATION
.
143
3.3.3
RESPONSIBILITY:
SHARING
VS.
AVOIDING
.
145
3.4
WORK
ATTITUDE
.
147
3.4.1
MOTIVATION:
HUMAN
RELATIONS
VS.
PERSONAL
WEALTH
.
148
3.4.2
QUALITY
MANAGEMENT:
TQM
VS.
"
NEAR
ENOUGH
IS
GOOD
ENOUGH
"
.
150
3.4.3
EDUCATION
GAP:
WELL-TRAINED
JAPANESE
VS.
LOWLY
EDUCATED
CHINESE
.
152
3.5
NATURE
OF
THE
FIRM
.
154
3.5.1
TECHNOLOGY
TRANSFER:
CAUTION
VS.
INSISTENT
DEMANDS
.
154
3.5.2
JOINT-VENTURE
STRATEGY:
LONG-TERM
MARKET
POSITION
VS.
EARLY
DIVIDENDS
.
157
3.5.3
SOCIAL
ROLE
OF
THE
FIRM:
LIMITED
INVOLVEMENT
VS.
"
IRON
RICE
BOWL
"
TRADITION
.
160
3.5.4
LOYALTY
TO
THE
FIRM:
CORPORATE
COLLECTIVISM
VS.
INDIVIDUALISTIC
JOB-HOPPING
.
162
3.6
STATISTICAL
EVIDENCE:
RANKING
OF
SINO-JAPANESE
ICMDS
.
164
4.
TYPOLOGIES
OF
SINO-EUROPEAN
AND
SINO-JAPANESE
INTERCULTURAL
MANAGEMENT
DIFFERENCES:
A
COMPARISON
.
167
4.1
GENERAL
COMPARISON:
OVERALL
SIMILARITIES?
.
167
4.2
ANALYSIS
OF
COMMON
GROUPS
OF
ICMDS:
DIFFERENCES
IN
THE
DETAILS
.
169
4.3
SMAS:
THE
CONCEPT
OF
ANALYSIS
.
171
TABLE
OF
CONTENTS
XV
PART
D:
CASE
STUDIES:
SYNERGISTIC
MANAGEMENT
APPROACHES
IN
SINO-EUROPEAN
AND
SINO-JAPANESE
JOINT
VENTURES
174
1.
SINO-EUROPEAN
JOINT
VENTURES
.174
1.1
CASE
STUDY
1:
SMAS
IN
SCHINDLER
'
S
JOINT-VENTURE
MANAGEMENT
.
175
1.1.1
DEALING
WITH
THE
COMPANY
ENVIRONMENT:
THE
LONG
EXPERIENCE
WITH
GUANXI
.
176
1.1.2
REDESIGNING
THE
ORGANIZATION:
FROM
WORKSHOPS
TO
PRODUCTION
LINES
.
177
1.1.3
PROFESSIONALIZING
THE
MANAGEMENT:
IS
OVERSEAS
TRAINING
REALLY EFFECTIVE?
.179
1.1.4
ENHANCING
MOTIVATION
AND
QUALITY:
THE
FIGHT
AGAINST
COMMUNIST
EGALITARIANISM
AND
LAXITY
.
181
1.1.5
IMPROVING
INTERCULTURAL
COMPETENCE:
THE
LACK
OF
INTERCULTURAL
PREPARATION
.184
1.1.6
DEVELOPING
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
THE
FOCUS
ON
BASIC
PRINCIPLES
.
185
1.2
CASE
STUDY
2:
SMAS
IN
CIBA
'
S
JOINT-VENTURE
MANAGEMENT
.
186
1.2.1
DEALING
WITH
THE
COMPANY
ENVIRONMENT:
THE
NEW
ROLE
OF
THE
EXPATRIATES
.
187
1.2.2
REDESIGNING
THE
ORGANIZATION:
THE
DEVELOPMENT
OF
FLEXIBILITY
AND
COOPERATION
.
188
1.2.3
PROFESSIONALIZING
THE
MANAGEMENT:
THE
DOMINANT
ROLE
OF
LOCAL
TRAINING
.
189
1.2.4
ENHANCING
MOTIVATION
AND
QUALITY:
JOB
SATISFACTION
AND
GOOD
PRODUCTS
.
190
1.2.5
IMPROVING
INTERCULTURAL
COMPETENCE:
THE
UNSATISFIED
DEMAND
.
194
1.2.6
DEVELOPING
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
A
VAGUE
CORPORATE
VISION
.
195
1.3
CASE
STUDY
3:
SMAS
IN
NESTLE
'
S
JOINT-VENTURE
MANAGEMENT
.
196
1.3.1
DEALING
WITH
THE
COMPANY
ENVIRONMENT:
THE INVOLVEMENT
OF
HIGH-RANKING
OFFICIALS
.
196
1.3.2
REDESIGNING
THE
ORGANIZATION:
CLEAR
STRUCTURES
AND
BETTER
COMMUNICATION
.
198
1.3.3
PROFESSIONALIZING
THE
MANAGEMENT:
THE
EMPHASIS
ON
LOCAL
TRAINING
.
200
1.3.4
ENHANCING
MOTIVATION
AND
QUALITY:
CAREER DEVELOPMENT
AS
ULTIMATE
GOAL
.
202
XVI
TABLE
OF
CONTENTS
1.3.5
IMPROVING
INTERCULTURAL
COMPETENCE:
NESTL6
'
S
CROSS-CULTURAL
SEMINARS
.
205
1.3.6
DEVELOPING
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
THE
PROMOTION
OF
MUTUAL
TRUST
.
206
2.
SINO-JAPANESE
JOINT
VENTURES
.
207
2.1
CASE
STUDY
4:
SMAS
IN
MATSUSHITA
'
S
JOINT-VENTURE
MANAGEMENT
.
207
2.1.1
DEALING
WITH
THE
COMPANY
ENVIRONMENT:
THE
INTEGRATION
OF
OFFICIALS
AND
THE
MONITORING
OF
LAWS
.
208
2.1.2
REDESIGNING
THE
ORGANIZATION:
THE
LIMITED
TRANSFER
OF
JAPANESE
FEATURES
.
210
2.1.3
PROFESSIONALIZING
THE
MANAGEMENT:
MATSUSHITA
'
S
HIGH
ART
OF
OVERSEAS
TRAINING
.
211
2.1.4
ENHANCING
MOTIVATION
AND
QUALITY:
HIGH
SALARIES
AND
LOW
DEFECT
RATES
.
214
2.1.5
IMPROVING
INTERCULTURAL
COMPETENCE:
LANGUAGE
TRAINING
AND
BUSINESS
BRIEFINGS
.
216
2.1.6
DEVELOPING
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
THE
10
"
SPIRITS
"
OF
BMCC
.
217
2.2
CASE
STUDY
5:
SMAS
IN
OTSUKA
'
S
JOINT-VENTURE
MANAGEMENT
.
220
2.2.1
DEALING
WITH
THE
COMPANY
ENVIRONMENT:
THE
LOCAL
PARTNER
AS
"
GO-BETWEEN
"
.
220
2.2.2
REDESIGNING
THE
ORGANIZATION:
THE
BLENDING
OF
TWO
ORGANIZATIONAL
SYSTEMS
.
222
2.2.3
PROFESSIONALIZING
THE
MANAGEMENT:
OVERSEAS
TRAINING
AND
PRACTICE-BASED
KNOW-HOW
TRANSFER
.
224
2.2.4
ENHANCING
MOTIVATION
AND
QUALITY:
A
SYSTEM
OF
PERFORMANCE-RELATED
SALARIES
.
225
2.2.5
IMPROVING
INTERCULTURAL
COMPETENCE:
THE
LACK
OF
PREPARATION
.
228
2.2.6
DEVELOPING
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
THE
IMPORTANCE
OF
CONCRETE
DEEDS
.
228
2.3
CASE
STUDY
6:
SMAS
IN
MORINAGA
'
S
JOINT-VENTURE
MANAGEMENT
.
230
2.3.1
DEALING
WITH
THE
COMPANY
ENVIRONMENT:
THE
PARTNER
'
S
STRONG
BARGAINING
POSITION
.
230
2.3.2
REDESIGNING
THE
ORGANIZATION:
FLATTER
HIERARCHIES
BUT
STRONG
SPECIALISM
.
231
2.3.3
PROFESSIONALIZING
THE
MANAGEMENT:
A
NEW
WORK
STYLE
AND
MORE
PARTICIPATION
.
233
2.3.4
ENHANCING
MOTIVATION
AND
QUALITY:
PERFORMANCE
AS
THE
GOVERNING
PRINCIPLE
.
235
TABLE
OF
CONTENTS
XVN
2.3.5
IMPROVING
INTERCULTURAL
COMPETENCE:
THE
ABSENCE
OF
PRE-ASSIGNMENT
TRAINING
.
239
2.3.6
DEVELOPING
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
A
VAGUE
VISION
BUT
CONCRETE
DEEDS
.
239
PART
E:
INTERCULTURAL
MANAGEMENT
IN
CHINA
_
241
1.
EARLIER
STUDIES
ON
INTERCULTURAL
MANAGEMENT
IN
CHINA:
A
REVIEW
OF
THE
LITERATURE
.
241
1.1
SMAS
IN
SINO-EUROPEAN
JOINT
VENTURES:
COMPREHENSIVE
STUDIES
AND
NUMEROUS
RECOMMENDATIONS
.
241
1.1.1
PEILL-SCHOELLER
'
S
CONCEPT
OF
"
CULTURE
CONSCIOUSNESS
IN
MANAGEMENT
"
.
242
1.1.2
HOON-HALBAUER
'
S
ANALYSIS
OF
"
EFFECTIVE
JOINT
MANAGEMENT
"
.
243
1.1.3
TANG/REISCH
'
S
PRACTICAL
GUIDELINES
FOR
SINO-GERMAN
JOINT-VENTURE
MANAGEMENT
.
244
1.1.4
FUNG
'
S
CONCEPT
OF
"
NON-ETHNOCENTRIC
POLICIES
"
IN
INTERNATIONAL
HUMAN
RESOURCE
MANAGEMENT
.
246
1.1.5
WORM
'
S
RECOMMENDATIONS
FOR
SINO-SCANDINAVIAN
BUSINESS
COOPERATION
.
247
1.2
SMAS
IN
SINO-JAPANESE
JOINT
VENTURES:
FIRST
STEPS
OF
RESEARCH
.
249
1.2.1
ZHANG
'
S
STUDY
ON
"
HUMAN
RESOURCE
POLICIES
"
IN
SINO-JAPANESE
JOINT
VENTURES
.
249
1.2.2
SONODA
'
S
"THIRD
WAY
"
OF
MANAGEMENT
IN
SINO-JAPANESE
JOINT
VENTURES
.
250
1.2.3
SATOW/WANG
'
S
"
CROSS-CULTURAL
MANAGEMENT
STRATEGIES
"
.
252
1.3
THE
CONTRIBUTION
OF
THIS
STUDY
TO
RESEARCH
ON
INTERCULTURAL
MANAGEMENT
IN
CHINA
.
253
2.
CROSS-ANALYSIS
OF
CASE
STUDIES:
COMPARING
SYNERGISTIC
MANAGEMENT
APPROACHES
IN
SINO-EUROPEAN
AND
SINO-JAPANESE
JOINT
VENTURES
.
255
2.1
DEALING
WITH
THE
COMPANY
ENVIRONMENT:
SIMILAR
APPROACHES
TOWARDS
CHINESE
AUTHORITIES
.
255
2.2
REDESIGNING
THE
ORGANIZATION:
FAR-REACHING
CHANGES
VS.
LIMITED
ADAPTATIONS
.
259
2.3
PROFESSIONALIZING
THE
MANAGEMENT:
TWO
CONCEPTS
OF
INTERCULTURAL
KNOW-HOW
TRANSFER
.
264
XVM
TABLE
OF
CONTENTS
2.4
ENHANCING
MOTIVATION
AND
QUALITY:
THE
"
SOFT
"
EUROPEANS
VS.
THE
"
HARD
"
JAPANESE
.
271
2.5
IMPROVING
INTERCULTURAL
COMPETENCE:
CROSS-CULTURAL
SEMINARS
VS.
LANGUAGE
COURSES
.
278
2.6
DEVELOPING
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
CORPORATE
VISIONS
AND
CONCRETE
DEEDS
.
282
3.
MODEL
OF
SINO-FOREIGN
INTERCULTURAL
MANAGEMENT:
BLENDING
THE
TWO
APPROACHES
.
286
3.1
HOW
TO
DEAL
WITH
THE
COMPANY
ENVIRONMENT:
CONTACTS,
DIPLOMACY
AND
INFORMATION
.
286
3.2
HOW
TO
REDESIGN
THE
ORGANIZATION:
HIERARCHY,
WORK
ORGANIZATION
AND
COMMUNICATION
.
287
3.3
HOW
TO
PROFESSIONALIZE
THE
MANAGEMENT:
OVERSEAS
TRAINING,
ON-THE-JOB
TRAINING
AND
MANAGEMENT
PROCESSES
.
289
3.4
HOW
TO
ENHANCE
MOTIVATION
AND
QUALITY:
ACTIVE
RECRUITING,
BROAD
JOB
SATISFACTION
AND
COMPREHENSIVE
QUALITY
MANAGEMENT
.
290
3.5
HOW
TO
IMPROVE
INTERCULTURAL
COMPETENCE:
COUNTRY
INFORMATION,
CROSS-CULTURAL
SEMINARS
AND
LANGUAGE
COURSES
.
292
3.6
HOW
TO
DEVELOP
A
COMMON
UNDERSTANDING
OF
THE
FIRM:
JOINT-VENTURE
VISIONS,
CONCRETE
DEEDS
AND
SOCIAL
BENEVOLENCE
.
293
PART
F:
CONCLUDING
REMARKS
_
295
BIBLIOGRAPHY
.
298
ANNEX
I:
LIST
OF
INTERVIEWED
PERSONS
.
326
ANNEX
II:
INTERVIEW
GUIDELINES
.
335
ANNEX
III:
LIST
OF
ABBREVIATIONS
.
347 |
| any_adam_object | 1 |
| author | Lang, Nikolaus-Sebastian |
| author_facet | Lang, Nikolaus-Sebastian |
| author_role | aut |
| author_sort | Lang, Nikolaus-Sebastian |
| author_variant | n s l nsl |
| building | Verbundindex |
| bvnumber | BV011801660 |
| classification_rvk | QP 305 |
| ctrlnum | (OCoLC)237329443 (DE-599)BVBBV011801660 |
| discipline | Wirtschaftswissenschaften |
| format | Thesis Book |
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| genre | (DE-588)4113937-9 Hochschulschrift gnd-content |
| genre_facet | Hochschulschrift |
| geographic | Japan (DE-588)4028495-5 gnd China (DE-588)4009937-4 gnd Europa (DE-588)4015701-5 gnd Ostasien (DE-588)4075727-4 gnd |
| geographic_facet | Japan China Europa Ostasien |
| id | DE-604.BV011801660 |
| illustrated | Illustrated |
| indexdate | 2024-08-19T00:22:40Z |
| institution | BVB |
| isbn | 3824403838 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007968217 |
| oclc_num | 237329443 |
| open_access_boolean | |
| owner | DE-1049 DE-703 DE-12 DE-945 DE-861 DE-521 DE-526 DE-83 DE-2070s DE-11 DE-473 DE-BY-UBG |
| owner_facet | DE-1049 DE-703 DE-12 DE-945 DE-861 DE-521 DE-526 DE-83 DE-2070s DE-11 DE-473 DE-BY-UBG |
| physical | XXI, 346 S. graph. Darst. |
| publishDate | 1998 |
| publishDateSearch | 1998 |
| publishDateSort | 1998 |
| publisher | Dt. Univ.-Verl. |
| record_format | marc |
| series2 | DUV : Wirtschaftswissenschaft |
| spelling | Lang, Nikolaus-Sebastian Verfasser aut Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures Nikolaus S. Lang Wiesbaden Dt. Univ.-Verl. 1998 XXI, 346 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier DUV : Wirtschaftswissenschaft Literaturverz. S. [298] - 325 Zugl.: St. Gallen, Univ., Diss., 1998 Gemeinschaftsunternehmen (DE-588)4071698-3 gnd rswk-swf Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Japan (DE-588)4028495-5 gnd rswk-swf China (DE-588)4009937-4 gnd rswk-swf Europa (DE-588)4015701-5 gnd rswk-swf Ostasien (DE-588)4075727-4 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Europa (DE-588)4015701-5 g Interkulturelles Management (DE-588)4343519-1 s China (DE-588)4009937-4 g Japan (DE-588)4028495-5 g DE-604 Gemeinschaftsunternehmen (DE-588)4071698-3 s 1\p DE-604 Ostasien (DE-588)4075727-4 g 2\p DE-604 DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007968217&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Lang, Nikolaus-Sebastian Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures Gemeinschaftsunternehmen (DE-588)4071698-3 gnd Interkulturelles Management (DE-588)4343519-1 gnd |
| subject_GND | (DE-588)4071698-3 (DE-588)4343519-1 (DE-588)4028495-5 (DE-588)4009937-4 (DE-588)4015701-5 (DE-588)4075727-4 (DE-588)4113937-9 |
| title | Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures |
| title_auth | Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures |
| title_exact_search | Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures |
| title_full | Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures Nikolaus S. Lang |
| title_fullStr | Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures Nikolaus S. Lang |
| title_full_unstemmed | Intercultural management in China strategies of Sino-European and Sino-Japanese joint ventures Nikolaus S. Lang |
| title_short | Intercultural management in China |
| title_sort | intercultural management in china strategies of sino european and sino japanese joint ventures |
| title_sub | strategies of Sino-European and Sino-Japanese joint ventures |
| topic | Gemeinschaftsunternehmen (DE-588)4071698-3 gnd Interkulturelles Management (DE-588)4343519-1 gnd |
| topic_facet | Gemeinschaftsunternehmen Interkulturelles Management Japan China Europa Ostasien Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007968217&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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