Outward Direct Investment Success

Strategies for Chinese Companies
1. Auflage 2026
ISBN: 978-1-041-09332-9
Verlag: Taylor & Francis Ltd

Buch, Englisch, 346 Seiten, Format (B × H): 156 mm x 234 mm

This book offers readers a China-centric and people-focused practical guide to achieving sustainable OFDI success in in an increasingly polarized world.

It is written for Chinese leaders at all management levels who are engaging in Outward Foreign Direct Investment (OFDI) or planning to do so. It highlights essential policy and process changes and emphasises and illustrates the advantages offered by leveraging Chinese cultural values, attitudes and resultant behaviours in a global context. It also offers valuable insights into effective dealing with Chinese companies for foreign company executives and foreign government policy-makers and officials in target and host nations, as well as for those engaged in Foreign Direct Investment (FDI) in China. The book contains extensive Chinese company and industry case examples and topic-specific findings, plus analysis of individual Chinese companies’ successes and failures, as well as appropriate strategic and operational best practice for both Chinese and non-Chinese companies involved in cross-cultural merger and acquisitions.

This is a practical book of interest to Chinese business managers, HR and strategic planning executives, as well as non-Chinese practitioners interested in understanding Chinese companies and culture.

Zielgruppe

Professional Practice & Development

Autoren/Hrsg.

Baker, Leigh

Fachgebiete

• Wirtschaftswissenschaften Volkswirtschaftslehre Internationale Wirtschaft
• Wirtschaftswissenschaften Volkswirtschaftslehre Wirtschaftspolitik, politische Ökonomie
• Sozialwissenschaften Politikwissenschaft Regierungspolitik Wirtschafts- und Finanzpolitik
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Mergers & Acquisitions (M&A), Übernahmen & Buy-outs

Inhaltsverzeichnis

Part 1: Following The Trajectory Of China’s Internationalization Context 1990-2025 1. Introduction: In Search Of Sustainable OFDI Success With Chinese Characteristics 2.  Policy Evolution: Understanding The Evolving National Policies That Have Shaped Chinese OFDI Part 2: Learning From China’s Ofdi Experience 1990-2025 3. Delivering On National Priorities: China’s Soe Ofdi Experience 4. Balancing National Priorities And Company Strategies: The Non-Soe Ofdi Experience Part 3: Chinese Culture As Both Liability And Asset 5. Seeking Cultural Advantage: Identifying China’s Cultural Differences And Similarities In A Global Context 6. Chinese Managers And Global Leadership: Assessing Competencies And Cultural Advantages Part 4: Preparing For Sustainable Success 7. Target Country Scrutiny: Undertaking The Strategic Level Pre-Investment Evaluation, With An Emphasis On Societal And Cultural Factors 8. Target Company Suitability: Undertaking The Strategic-Level Pre-Investment Evaluation, With An Emphasis On Societal And Cultural Factors Part 5: Aligning People With Strategy 9. China’s Management Talent Pool: Evaluating International Readiness 10. Choosing The Right People – Lessons From The Field Part 6: Managing International Operations 11. Managing Cross-Cultural International Subsidiaries: Tackling The Practical Implementation Planning And Operational Challenges 12. Managing Successful Expatriates: Overcoming The Challenges Via A Whole-Of-Life-Cycle Approach Part 7. Ensuring Best Fit For Sustainable Success: Implications For Top Leadership 13. Essential Transformations: Leadership Roles And Failure As A Positive 14. Key Enablers And Chinese Cultural Advantages: Leveraging Both To Achieve Effective Implementation Part 8. Sustainable Ofdi Success In An Uncertain World 15. Summary And Key Insights: Major Implications And Practical Guidance For Top Management In Leading The Transition To Internationalization. 16. Eight Keys To Sustainable International Success For Chinese Companies In An Uncertain World

Über Autor(innen)

Leigh Baker has extensive leadership experience in the Asia Pacific region and globally. His 25 years of engagement with China included 8 years living and working in China as a strategic corporate executive, management consultant and executive coach. He has a PhD in International Business and Asia Studies from Griffith University, Australia and a Masters of Business Administration degree from Aston University, England.