Relevant bibliographies by topics / Chinese-owned

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Chinese-owned'

Author: Grafiati
Published: 19 February 2023

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Journal articles on the topic "Chinese-owned"

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Huang, Wei. "Current Situation of Chinese State-Owned Assets Management." International Journal of Trade, Economics and Finance 12, no. 4 (August 2021): 104–8. http://dx.doi.org/10.18178/ijtef.2021.12.4.702.

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This article introduces the current scale and development of Chinese state-owned assets; the situation about separating government functions from State-Owned Enterprise management and state-owned capital in China; modern corporate system construction and improvement in SOEs, as well as the shortages in the process; comprehensive and deep mixed ownership reform and equity diversification reform at SOEs and for state-owned assets; enhancement of Chinese Communist Party construction in SOEs; SOEs’ great effort on innovation promotion; institutions and governments’ assets management; and the situation of state-owned assets’ concentration.
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Alon, Ilan, Hua Wang, Jun Shen, and Wenxian Zhang. "Chinese state-owned enterprises go global." Journal of Business Strategy 35, no. 6 (November 17, 2014): 3–18. http://dx.doi.org/10.1108/jbs-12-2013-0118.

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Purpose – The aim of this research is to examine the Chinese outward direct investment (ODI) from the perspectives of the Chinese state-owned enterprises (SOEs), focusing on their perceptions and important factors in the decision-making process. More specifically, it aims to understand where and why Chinese SOEs are investing. Increasingly integrated into the global economy, China has already become one of the largest investment economies in the world. Design/methodology/approach – Conducted by the China Center at Rollins College in collaboration with the Kedge Business School and the China Executive Leadership Academy at Pudong, survey data are collected from 63 Chinese SOEs that reflect the structure of Chinese industry and the membership of the China Council for the Promotion of International trade. Findings – Chinese SOEs have aligned their business expansion plans with the national priority, and played a dominant role in the current internationalization drive. They will likely increase their overseas investment substantially in both short and medium terms; their key business efforts include resource extraction, trading, services and manufacturing. Whereas Chinese ODIs tend to focus on the emerging economies in Asia, Africa and Latin America, more investments begin to take place in various developed countries, and many Chinese SOEs plan to increase their ODI in the USA, regarded as the most important market for overseas investment. Originality/value – This research contributes to a better understanding on the growing ODIs by the Chinese SOEs since the launch of the “going global” policy.
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Shen, Jie. "HRM in Chinese privately owned enterprises." Thunderbird International Business Review 50, no. 2 (2008): 91–104. http://dx.doi.org/10.1002/tie.20181.

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Kim, Kitae, Kwon Yoon, Bongsoon Cho, Longzhen Li, and Byoung Kwon Choi. "Do all Chinese employees have the same cultural values? An exploratory investigation on differences in Chinese cultural values among state-, privately-, and US-owned firms." Personnel Review 45, no. 5 (August 1, 2016): 827–49. http://dx.doi.org/10.1108/pr-10-2014-0246.

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Purpose – Using Hofstede’s cultural value model, the purpose of this paper is to investigate how Chinese employees’ cultural values differ according to firm ownership type such as state-, privately, and US-owned firms. Design/methodology/approach – Data were collected from 367 Chinese employees working at firms located in Beijing. Findings – Results showed that while Chinese employees in state-owned firms scored the highest in collectivism, those working at privately and US-owned firms scored higher for individualism. The score for long-term orientation was also higher in state-owned firms than in privately and US-owned firms. However, contrary to the expectation, the scores for Chinese employees for power distance in state-owned firms were lower than in the others, while the scores for masculinity in state-owned firms were higher than for the others. Chinese employees in all three types of firms showed lower scores than reported in previous studies for uncertainty avoidance. Practical implications – This study contributes to a deepened understanding of how the cultural values of Chinese employees differ depending on firms’ ownership types, with significant implications for managers, who do business in China as they seek to establish management practices more closely aligned with the cultural values of Chinese employees. Originality/value – This study may be the first attempt to examine how Chinese cultural values differ according to various ownership types. It suggests that Chinese employees at privately and US-owned firms have different cultural values from employees at state-owned firms, even though all three groups of employees are Chinese.
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Seiler, Michael J., David M. Harrison, Pim van Vliet, and Kit Ching Yeung. "Return Characteristics of State-Owned and Non-State-Owned Chinese A Shares." Financial Review 40, no. 4 (November 2005): 533–48. http://dx.doi.org/10.1111/j.1540-6288.2005.00123.x.

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Dologite, Dorothy G., Mei Qi Fang, Yu Chen, Robert J. Mockler, and Chiang-Nan Chao. "Information Systems in Chinese State-Owned Enterprises." Journal of Global Information Management 5, no. 4 (October 1997): 10–22. http://dx.doi.org/10.4018/jgim.1997100102.

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CHEN, Ziguang, and Mitsuru WAKABAYASHI. "Managerial Skills in Chinese State-owned Corporations." Japanese Journal of Administrative Science 11, no. 1 (1997): 35–48. http://dx.doi.org/10.5651/jaas.11.35.

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Smyth, Russell. "Asset stripping in Chinese state-owned enterprises." Journal of Contemporary Asia 30, no. 1 (January 2000): 3–16. http://dx.doi.org/10.1080/00472330080000021.

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Hubbard, Paul, and Patrick Williams. "Chinese state owned enterprises: an observer's guide." International Journal of Public Policy 13, no. 3/4/5 (2017): 153. http://dx.doi.org/10.1504/ijpp.2017.086049.

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Hubbard, Paul, and Patrick Williams. "Chinese state owned enterprises: an observer's guide." International Journal of Public Policy 13, no. 3/4/5 (2017): 153. http://dx.doi.org/10.1504/ijpp.2017.10006452.

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Dissertations / Theses on the topic "Chinese-owned"

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Dong, Jie. "Mergers and acquisitions of Chinese state owned enterprises by privately owned enterprises." Thesis, University of Manchester, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488635.

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Since the late 1980s, mergers and acquisitions (M&As) have started to take place in China. In recent years, M&As have become an increasingly common strategy used not only by Chinese enterprises seeking expansion, but also by foreign finns interested in direct entry. The transaction fees have also jumped from $32.1 million in 1985 to $70 billion in 2004. However, due to the special economic environmel1t, M&As in China have been influenced by the shadow of economic planning and limited by intervention from the govemment, especially the M&As that concem with stated owned assets. This study intends to uncover the critical influences that have significant value-added impacts on M&A of privately owned enterprises in China. An integrated and holistic viewpoint that includes the most critical rational choice perspective within a multidimensional framework will be employed. Key factors in the areas of govemment, strategic fit, and organizational fit are explored and analyzed in nom1al qualitative ways, which based on two case studies as the research methodology throughout the study. The findings of this study suggest that Govemment is considered to be the important factor influencing the decision making of the enterprises and the integration management of the M&A, which is helpful for the resources reallocation and organizational compatibility. Differences in resource allocation also can be considered as the most important strategic complementarity in the pre-acquisition phase to achieve the synergy. Key factors in the integration management phase are effective integration of personnel characteristics, and culture fit. Employees' conciliation and effective leadership as personnel characteristics can be considered as the crucial factors to the successful M&A. The 'soft' and 'supportive' acculturation of culture concept, and the incentive and supervisory mechanism; and integration of the management system have also been found as the major approaches to integrate the culture. The findings in this study also indicate that unsound agency service, ambiguous attitude from the govemment, incomplete related law and regulations are still obstacles to positive M&A perfom1ance. The study findings will expand the domain of Chinese M&A studies, enlarge the domain of the rational choice perspective, establish a multidisciplinary Chinese M&A model, which help to improve Chinese industry academics' and practitioners' understanding of important M&A phenomena not only leading to significant successful upgrading of industry (transfom1 from completion of the original accumulation to mass production stage); but also providing with a meaning of demonstration and popularisation to the refom1 of the state owned enterprises.
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Ran, Yibo. "Management development in Chinese state-owned enterprises undergoing economic reform." Thesis, Brunel University, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.395328.

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Lok, Pui-kit Pokit, and 駱佩傑. "The economic performance of Chinese state-owned enterprises after denationalization." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31954844.

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Lok, Pui-kit Pokit. "The economic performance of Chinese state-owned enterprises after denationalization." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19740608.

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Moeti-Lysson, Josephine. "Employee perception on causes and forms of conflict in the Botswana contruction industry : A comparative study between domestic-owned and Chinese-owned companies." Thesis, Federation University Australia, 2016. http://researchonline.federation.edu.au/vital/access/HandleResolver/1959.17/154216.

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The construction industry in Botswana plays a crucial role in the economic development of the nation. While much research in this sector centres on the technical issues, especially the tender/procurement processes as they have evolved over the years, there is limited research on employment relations. This study investigates the lived experiences of employees in the Botswana construction industry in both domestic-owned and Chinese-owned companies and aims to capture „snapshots‟ of their perceptions of the causes and forms of conflict within that sector. Adopting a pragmatism research paradigm, this research employs a mixed methods research protocol to obtain quantitative and qualitative data from a sample of 632 employees. The overall results reveal that there are statistically significant differences between domestic- and Chinese-owned companies, with respect to how employees perceive income distribution, job security and managerial control as causes of conflict. The empirical results show that there is a positive relationship between employees‟ negative workplace perceptions and various forms of workplace deviant behaviours that employees use to retaliate in the event they perceive some form of unfairness, particularly in wages, job security or how managers/supervisors treat them. In domestic-owned companies there is a significant and positive association between disparity of income distribution and personal gain deviant behaviours such as theft as compared to other deviant activities against the production process including sabotage and production deviance; while in Chinese-owned companies there is a significant positive association between all forms of workplace inequities (income distribution, job security, managerial control) and all forms of conflict. This study contributes to the development of a more rigorous approach to the analysis of industrial relations conflicts in the construction industry in developing economies. This type of comparative research between domestic- and Chinese-owned companies could possibly be transferred to similar industries, such as in manufacturing and retail, where there are also a significant number of foreign-owned companies. This thesis concludes by discussing the various contributions made by this study to both academia and practitioners. It also details several recommendations for future research and for ensuring peaceful and productive employee-employer relationships in the workplace.
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Lin, Chien Yun. "An Examination of Implementing Customer Relationship Management by Chinese-Owned SMEs." Master's thesis, Lincoln University. Commerce Division, 2007. http://theses.lincoln.ac.nz/public/adt-NZLIU20080305.051641/.

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In the last decade, the ever increasing pressure of competition faced by businesses has led to the development of Customer Relationship Management (CRM). In short, CRM is the practice of integrating all aspects of business functions for dealing with customers, with the assistance of technology, and with the intention of boosting company profitability. CRM has been widely promoted as a critical contributor to business survival. However, the high failure rate of CRM projects has also attracted research attention and many factors have been discussed as contributing to the success or failure of CRM implementation. This research argues that CRM is not simply a software package or a computer program. CRM, instead, should be perceived as a strategic issue in order to realize its potential. In addition, this study also argues that CRM implementation is affected by organizational, strategic and cultural factors. In particular, this study was conducted within the context of Chinese small and medium-size enterprises (SMEs), with company size and culture as two major focuses in this study. SMEs were chosen as this segment has been overlooked in CRM study, yet it represents a great potential for growth in CRM adoption. Chinese culture was chosen as most of CRM studies have been conducted within a western cultural background. The Chinese culture has distinctive characteristics different from western culture, and this has strong influences on business operations. A quantitative method was adopted for this study and a mailed survey was used to collect data to examine the relevance of these factors within this context. Research participants were recruited using a systematic sampling technique through a comprehensive Chinese business directory. Results suggest that there are positive associations between a company’s CRM implementation and its practice of organizational, strategic, and cultural issues. In particular, four organizational issues – organizational integration, executive commitment, system readiness, and resource availability; three strategic issues – vision, planning, and customer-centric culture; and one cultural issue – networking, have an impact on a company’s CRM implementation.
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Lin, C. Y. "An examination of implementing customer relationship management by Chinese-owned SMEs." Lincoln University, 2007. http://hdl.handle.net/10182/332.

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In the last decade, the ever increasing pressure of competition faced by businesses has led to the development of Customer Relationship Management (CRM). In short, CRM is the practice of integrating all aspects of business functions for dealing with customers, with the assistance of technology, and with the intention of boosting company profitability. CRM has been widely promoted as a critical contributor to business survival. However, the high failure rate of CRM projects has also attracted research attention and many factors have been discussed as contributing to the success or failure of CRM implementation. This research argues that CRM is not simply a software package or a computer program. CRM, instead, should be perceived as a strategic issue in order to realize its potential. In addition, this study also argues that CRM implementation is affected by organizational, strategic and cultural factors. In particular, this study was conducted within the context of Chinese small and medium-size enterprises (SMEs), with company size and culture as two major focuses in this study. SMEs were chosen as this segment has been overlooked in CRM study, yet it represents a great potential for growth in CRM adoption. Chinese culture was chosen as most of CRM studies have been conducted within a western cultural background. The Chinese culture has distinctive characteristics different from western culture, and this has strong influences on business operations. A quantitative method was adopted for this study and a mailed survey was used to collect data to examine the relevance of these factors within this context. Research participants were recruited using a systematic sampling technique through a comprehensive Chinese business directory. Results suggest that there are positive associations between a company's CRM implementation and its practice of organizational, strategic, and cultural issues. In particular, four organizational issues – organizational integration, executive commitment, system readiness, and resource availability; three strategic issues – vision, planning, and customer-centric culture; and one cultural issue – networking, have an impact on a company's CRM implementation.
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Chen, Xi. "Mergers and acquisitions between Western companies and Chinese state-owned enterprises." Thesis, University of Exeter, 2011. http://hdl.handle.net/10036/3611.

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This research investigates acquisition activities carried out between Western companies and Chinese state-owned enterprises (SOEs), focusing on the influences of acquisitions on identity, culture and commitment of the target SOE employees. The managerial factors that influence the acquisition integration are investigated and their relationships with the post-acquisition performances of the target SOEs are explored. There are three research questions: How do acquisitions influence the identity, culture and commitment of the target SOE employees? What are the factors that determine an employee’s post-acquisition identification? What are the relationships between acquisition management and post-acquisition performance? Case studies are adopted as the main research methodology in order to provide an in-depth answer to these research questions. Statistical analysis is used in order to provide clear evidence of the factors influencing post-acquisition identification and the effect of acquisitions on the performance of SOEs. The findings of this research indicate that acquisitions have significant negative effects on the performance of target SOEs and these negative effects are mainly due to inappropriate managerial strategies adopted by Western acquirers. Further, although not significant, a positive correlation between acquisition management and acquisition performance has been found in this research, a finding which is in line with the prediction of theories and consequently, supports the assumption that acquisition management contributes to acquisition performance. All factors (pre-acquisition identification, cultural incompatibility, communication, a sense of continuity, fast reform and negative emotion) are significantly related to post-acquisition identification when age, education, salary, size, employee position and organisational tenure are controlled. Different from previous studies, which found that the individual-organisation relationship influences employees’ organisational identification in the Western context, this research finds that social relationship is a vital factor in influencing Chinese employees’ identification. Also, social relationship is a unique factor fostering Chinese employees’ positive identity, but not the shared social identity as has been found in the Western context. These findings imply that social relationship is a distinct factor in fostering employees’ organisational identification in China and consequently, in predominantly collectivistic countries. Further, this research shows that the point held in previous studies that out-group is not necessarily discriminated against in collectivistic cultures when group membership is salient due to the collectively-oriented feature is not applicable in acquisitions because people of collectivistic cultures show a strong in-group identity, a strong motive to distinguish insiders (i.e. in-group members) from outsiders (i.e. out-group members), and a strong resistance to uncertainty. These responses are driven by the characteristics of collectivistic culture such as collective-orientation and high uncertainty avoidance. Three particular issues emerged that may be useful for acquisition management in China. The first is the recruitment of employees at the post-acquisition stage. Selecting people as managers of post-acquisition organisations cannot be based only on their ethnic groups or multi-language capability, but also on other factors. To run post-acquisition companies, it is better to employ people who are professionals in the industry with multi-cultural working experience than those returned overseas Chinese who have been away from China for a long time and ethnic Chinese who lack managerial experience in China. The second issue is that middle-aged and older employees find it difficult to accept changes due to their deeply rooted culture. Younger employees can more easily accept the changes than middle-aged and older employees because their values are more or less in accordance with those of Westerners. The third issue is that due to the fact that the M&As do not require employees to completely abandon or change their old identity, and social relationship is a unique factor in fostering organisational identification in China, these factors contribute to a sense of continuity perceived by Chinese employees and consequently lead to a positive correlation between pre- and post-acquisition identification in the acquired SOEs, which are positioned as having dominated status in acquisitions. The implications are discussed at the end of this thesis.
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Chen, F. (Fang). "Critical success factors of ERP implementation in chinese state-owned enterprises." Master's thesis, University of Oulu, 2014. http://urn.fi/URN:NBN:fi:oulu-201406251781.

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As ERP implementation is complex and risky, there were many researchers discussed the critical success factors (CSFs) of it to achieve a more successful ERP implementation project. On the other hand, the ERP implementation in Chinese SOEs met some other obstacles. There were articles discussed what were the differences of ERP implementation between Chinese SOE and western countries, and some were directly about the CSFs among Chinese SOE implementing, there is still lack of a comprehensive study of what caused the difficulties and why, as well as possible solutions for it. This study was based on both literature review and empirical study. Literature of brief ERP and ERP implementation introduction, general CSFs description, cultural features of Chinese SOE, and ERP implementation in Chinese context, were reviewed. In the empirical study, which was about the ERP implemented in a Chinese SOE, the project process was described and the perspectives from different project participants were obtained by interviews, surveys and documents. Generated from the literature review and empirical study, suggestions of CSFs of ERP implemented in Chinese SOE are as follow: the legacy systems, existing data quality and IT infrastructure should be figured out to make proper plans and schedule; the top management should be mobilized to guarantee their sufficient support and commitment, as well as resource allocation; the employee cultural feature should be understood such as collectivist and uncertainty acceptance culture; and based on these understanding of the cultural characteristics of project relevant groups, then the appropriate and accurate plan and estimation can be done; during the project, the project team has to spend enough effort and patience to execute the plans, as well as guarantee the effective communications among implementing parties; after the implementation, a continuous attention should be paid by top management and relevant departments to obtain the continuous improvement which is one of the ERP benefits.
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Tsao, Chen. "Human resource practices of Chinese state-owned organizations in Guangdong (empirical study)." Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636669.

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Books on the topic "Chinese-owned"

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Zhang, Yong. Large Chinese State-Owned Enterprises. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230597532.

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Zhang, Yong. Large Chinese state-owned enterprises: Corporatization and strategic development. Basingstoke [England]: Palgrave Macmillan, 2008.

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McGoldrick, Peter J. Reforms and productivity dynamics in Chinese state-owned enterprises. Bonn, Germany: IZA, 2004.

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Core capability of leaders: Exploration and practice of Chinese state-owned enterprises. Manhattan Beach, CA: East West Discovery Press, 2008.

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Wang, Jifu. Strategic challenges and strategic responses: The transformation of Chinese state-owned enterprises. Oxford: Chandos, 2006.

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Warner, Malcolm. Human resources in Chinese state-owned enterprises: Implications of the 1993 comprehensive reforms. Cambridge: Judge Institute of Management Studies, 1994.

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Pere, Garth Le. The modernisation of the Chinese economy: New trends in state owned enterprise reform. Braamfontein, South Africa: Institute for Global Dialogue, 1999.

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Hay, Donald A. Cost behaviour of Chinese state-owned manufacturing enterprises during the reform period, 1979-87. Oxford: Oxford University, Institute for Economics and Statistics, 1992.

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Entreprises familiales chinoises en Malaisie. [Villeneuve d'Ascq (Nord)]: Presses universitaires du Septentrion, 1998.

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Kakyō, saikyō no kagyō keiei. Tōkyō: Nihon Jitsugyō Shuppansha, 1996.

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Book chapters on the topic "Chinese-owned"

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Zhang, Yong. "Introduction." In Large Chinese State-Owned Enterprises, 1–28. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230597532_1.

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Zhang, Yong. "Reform, Corporatization and Strategy Theories." In Large Chinese State-Owned Enterprises, 29–75. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230597532_2.

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Zhang, Yong. "Narrative of Case Companies." In Large Chinese State-Owned Enterprises, 76–100. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230597532_3.

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Zhang, Yong. "Corporatization and Flotation." In Large Chinese State-Owned Enterprises, 101–44. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230597532_4.

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Zhang, Yong. "Process Analysis of Case Companies’ Strategic Development." In Large Chinese State-Owned Enterprises, 145–234. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230597532_5.

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Zhang, Yong. "Conclusion." In Large Chinese State-Owned Enterprises, 235–60. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230597532_6.

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Cai, Donghong, and Xiang Yu Li. "Ensuring Organizational Justice: Cases from Chinese State-Owned Enterprises." In Handbook of Chinese Management, 1–8. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-2442-9_31-1.

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Motohashi, Kazuyuki. "Hitachi Construction Machinery: Becoming a Wholly Owned Chinese Entity." In Global Business Strategy, 121–35. Tokyo: Springer Japan, 2015. http://dx.doi.org/10.1007/978-4-431-55468-4_8.

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Tsui, Anne S., Duanxu Wang, and Yichi Zhang. "Employment Relationships with Chinese Middle Managers: Exploring Differences Between State-Owned and Non-State-Owned Firms." In The Management of Enterprises in the People’s Republic of China, 347–74. Boston, MA: Springer US, 2002. http://dx.doi.org/10.1007/978-1-4615-1095-6_15.

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Balmas, Paolo, and Sabine Dörry. "The Geoeconomics of Chinese Bank Expansion into the European Union." In The Political Economy of Geoeconomics: Europe in a Changing World, 161–85. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-01968-5_7.

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AbstractWe apply the concept of geoeconomics to the example of Chinese state-owned commercial banks based in Luxembourg and their financial activities in the European Union. The case study links the uneven relationship between China and Luxembourg to the field of international finance via large Chinese state-owned banks as important but analytically neglected actors. In doing so, we analyze how economic resources are used by, through and between nation states in the pursuit of their strategic goals. Starting from the observation that Chinese banking networks primarily provide a platform for the implementation of direct investments by Chinese companies, we identify important mechanisms and practices of Chinese banks, their anchoring in Luxembourg and the limited fulfilment of Western policy makers’ expectations from the presence of the Chinese banks in Luxembourg. Furthermore, we analyze instruments and strategies that define important aspects and dimensions of the concept of geoeconomics and complement them with the agency attributed to Chinese banks. An interesting paradox emerges from our analysis: while the geoeconomic power of Chinese banks’ activities is limited by the strict adherence to Chinese state development guidelines, the new organization of the Chinese banking networks in the EU suggests that they will be able to exercise their geoeconomic power in the future; with corresponding implications for local economies and economic development in Europe.
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Conference papers on the topic "Chinese-owned"

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Huangfu, Gang, and Liqi Zhu. "Chinese consumers' perception of price fairness to state-owned and non-state-owned enterprises." In 2010 7th International Conference on Service Systems and Service Management (ICSSSM 2010). IEEE, 2010. http://dx.doi.org/10.1109/icsssm.2010.5530155.

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Zhang, Kexin. "An Analysis of Wage Gap Between Chinese State-owned Enterprises and Non-state-owned Enterprises." In 2017 3rd International Conference on Humanities and Social Science Research (ICHSSR 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/ichssr-17.2017.94.

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Wang, Rui-Mei, Yi-Ming Zhang, and Yang Yu. "Causes and Countermeasures for Chinese State-owned Zombie Enterprises." In Proceedings of the 5th Annual International Conference on Management, Economics and Social Development (ICMESD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icmesd-19.2019.18.

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Zheng, Xiaoxi. "Economic Analysis of Efficiency for Chinese State-owned Enterprises." In 2018 8th International Conference on Social science and Education Research (SSER 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/sser-18.2018.134.

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Liu, Kun, and Hanmin Liu. "Path Dependence and Path Breaking in Chinese State-Owned Enterprise." In 2013 International Conference on the Modern Development of Humanities and Social Science. Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/mdhss-13.2013.26.

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Woo, Hong Seng. "Implementing ERP in China: Lessons from family-owned Chinese enterprises." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5261925.

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Si, Shubin, Shudong Sun, Yang Liu, and Josu Takala. "Operational Competitiveness of Chinese State-Owned Manufacturing Enterprise in Global Context." In 2008 International Seminar on Business and Information Management (ISBIM). IEEE, 2008. http://dx.doi.org/10.1109/isbim.2008.59.

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Dologite, D. G., Meiqi Fang, Yu Chen, and R. J. Mockler. "The changing role of information systems in Chinese state-owned organizations." In Proceedings of HICSS-29: 29th Hawaii International Conference on System Sciences. IEEE, 1996. http://dx.doi.org/10.1109/hicss.1996.495371.

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Zhong, Han. "The Wage Effects of Foreign Acquisition of Chinese Privately-Owned Enterprises." In 2020 5th International Conference on Modern Management and Education Technology (MMET 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201023.034.

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Li, Ping, Rui Zhang, Lichao Feng, and Mingying Zhuo. "Forecast of Non-Performance Loan Ratio of Chinese State-Owned Commercial Bank." In 2011 International Conference on Computer and Management (CAMAN). IEEE, 2011. http://dx.doi.org/10.1109/caman.2011.5778754.

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Reports on the topic "Chinese-owned"

1

Fedasiuk, Ryan, Jennifer Melot, and Ben Murphy. Harnessed Lightning: How the Chinese Military is Adopting Artificial Intelligence. Center for Security and Emerging Technology, October 2021. http://dx.doi.org/10.51593/20200089.

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Abstract:
This report examines nearly 350 artificial intelligence-related equipment contracts awarded by the People’s Liberation Army and state-owned defense enterprises in 2020 to assess how the Chinese military is adopting AI. The report identifies China’s key AI defense industry suppliers, highlights gaps in U.S. export control policies, and contextualizes the PLA’s AI investments within China’s broader strategy to compete militarily with the United States.
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Whalley, John, and Shunming Zhang. State-Owned Enterprise Behaviour Responses to Trade Reforms: Some Analytics and Numerical Simulation Results Using Chinese Data. Cambridge, MA: National Bureau of Economic Research, December 2006. http://dx.doi.org/10.3386/w12780.

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Harrison, Ann, Marshall Meyer, Peichun Wang, Linda Zhao, and Minyuan Zhao. Can a Tiger Change Its Stripes? Reform of Chinese State-Owned Enterprises in the Penumbra of the State. Cambridge, MA: National Bureau of Economic Research, January 2019. http://dx.doi.org/10.3386/w25475.

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