
Globalizing China
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Content
- Front Cover
- Globalizing China: The Influence, Strategies and Successes of Chinese Returnee Entrepreneurs
- Copyright Page
- Contents
- Acknowledgments
- Foreword
- 1. Introduction
- 1.1. Background of Chinese Returnees
- 1.1.1. A Brief History and Five Generations of the Chinese Returnees
- 1.2. Impact of China's Talent Strategy on Chinese Returnees
- 1.2.1. Chinese Intensify Talent Circulation with the Outside World
- 1.2.2. China Launches Thousand Talents Program to the World, Mainly on Returnees
- 1.2.3. More US Trained Chinese Returnees are Coming Home
- 1.2.4. Most Recent Findings on Chinese Returnee Entrepreneurs
- 1.3. Contributions of Contemporary Chinese Returnees
- 1.4. Organization of the Book
- 2. Different Reviews on Returnees Phenomena
- 2.1. Talent Flow Theories
- 2.1.1. Brain Drain
- 2.1.2. Brain Gain
- 2.1.3. Brain Circulation
- 2.2. Entrepreneurship Perspective
- 2.3. Strategic Perspective: Environment-Strategy- Performance
- 2.3.1. Environmental Factors
- 2.3.2. Strategy
- 2.3.3. Environment, Strategy, and Performance
- 2.4. Studies on Contemporary Returnee Entrepreneurs
- 2.5. Proposed Research and Model Development
- 3. Status and Influences of Chinese Returnees
- 3.1. Status and Survey of the Chinese Returnees
- 3.1.1. The Time Frame When Respondents Went Abroad
- 3.1.2. Current Status of Respondents
- 3.1.3. Country of Studies
- 3.1.4. Fields of Study: The Changing Focus of Studies
- 3.1.5. Current Work: Returnees Choice of Professions
- 3.1.6. Reasons for Studying Abroad
- 3.1.7. Reasons for Returning to China
- 3.1.8. Reasons for Not Returning to China Yet
- 3.1.9. Requisites for Success upon Return
- 3.1.10. Strategic Factors for Starting Business in China
- 3.1.11. Personal Qualities of CR Entrepreneurs
- 3.1.12. The Insufficiency of Domestic Entrepreneurial Start-up Environment
- 3.1.13. Performance of Their Return Experience
- 3.2. The Influences of China's Returnee Entrepreneurs
- 3.2.1. The Thriving Forces in China's Entrepreneurial Drive
- 3.2.2. Becoming Leading Entrepreneurs of China's Hi-Tech Industries
- 3.2.3. Taking New Technology and Vitality to Chinese Economy
- 3.2.4. The Front-Runner of China's Service Industry
- 3.2.5. Bring Venture Capital and Mechanism back to China
- 3.2.6. Speed up Growth of Small and Medium Enterprises
- 3.2.7. Pioneering Chinese Enterprises Listing Overseas
- 3.2.8. Bring in New Vitality to the Traditional Industries
- 3.3. Political, Social, and Cultural Challenges
- 3.3.1. The Difficulties and Obstacles Facing Returnees
- 3.3.2. Seagulls are on the Rising Side
- 3.3.3. Seaweeds (Wait for Job) Start to Happen
- 3.3.4. Start-up Capital Difficulties
- 3.3.5. The Schooling for Children When Returned
- 3.3.6. The Hopes on Dual Citizenship
- 3.4. Summary
- 4. Strategic Orientations of Chinese Returnee Entrepreneurs
- 4.1. Environment-Strategy-Performance of 30 CRE Case Summaries
- 4.2. Findings of 30 CRE Mini Case Studies
- 4.2.1. Summary of Environment-Strategy-Performance of 30 CR Firms
- 4.3. Environment-Strategy-Performance Model for CR Firms Doing Business in China
- 5. Key Strategies Adopted by CR Entrepreneurs
- 5.1. Case Baidu: Technology as a Strategy
- 5.1.1. Background and Performance
- 5.1.2. External Environmental Factors
- 5.1.3. Competition
- 5.1.4. Internal Environmental Factors
- 5.1.5. Teamwork with International Experience
- 5.1.6. R&D Orientated Culture
- 5.1.7. Business Strategies
- 5.1.8. Competitor Orientation
- 5.1.9. Pursuing a Market-Driven Localization Strategy
- 5.2. Case AsiaInfo: Networking as a Strategy
- 5.2.1. Background and Performance
- 5.2.2. External Environmental Factors
- 5.2.3. Competition
- 5.2.4. Other Factors
- 5.2.5. Internal Environmental Factors
- 5.2.6. Cultivating a Unique Culture
- 5.2.7. Business Strategies
- 5.2.8. Customer Solution Orientation
- 5.2.9. Attracting Talents
- 5.2.10. IPO Strategy
- 5.2.11. Focus on Key Customers
- 5.3. Case VenusTech: Networking as a Strategy
- 5.3.1. Background and Performance
- 5.3.2. External Environmental Factors
- 5.3.3. Overcome Competition and Uncertainty
- 5.3.4. Market Expansion
- 5.3.5. Internal Environmental Factors
- 5.3.6. Business Strategies
- 5.3.7. Technology Leadership
- 5.3.8. Maintain Trust and Build Guanxi
- 5.3.9. R&D Focus
- 5.3.10. Teamwork
- 5.3.11. Strategic Alliance
- 5.4. Case Ctrip: Market as a Strategy
- 5.4.1. Background and Performance
- 5.4.2. External Environmental Factors
- 5.4.3. Market Growth
- 5.4.4. Competition
- 5.4.5. Internal Environmental Factors
- 5.4.6. Team Fit
- 5.4.7. Strong Execution
- 5.4.8. Customers Service
- 5.4.9. Business Strategies
- 5.4.10. Service and Brand
- 5.4.11. Innovation and Invention
- 5.4.12. Strategic Alliance
- 5.4.13. Complementary Team
- 5.5. Case ViMicro: Technology as a Strategy
- 5.5.1. Background and Performance
- 5.5.2. External Environmental Factors
- 5.5.3. Market Niche
- 5.5.4. Internal Environmental Factors
- 5.5.5. Effective Corporate Communication
- 5.5.6. Business Strategies
- 5.5.7. Patents Development
- 5.5.8. Ability to Adapt
- 5.5.9. R&D Advantages
- 5.5.10. Internationalization
- 5.5.11. Strategic Alliance
- 5.6. Summary of Case Studies
- 6. Key Success Factors for Chinese Returnee Entrepreneurs
- 6.1. KSF1: Technology Leadership Tends to be More Successful
- 6.2. KSF2: International Network Strategy Helps CR Entrepreneurs to Succeed
- 6.3. KSF3: Teamwork Approach Helps CR Entrepreneurs to Succeed
- 6.4. KSF4: Overseas Experience Helps CR Entrepreneurs to Succeed
- 6.5. KSF5: Higher Qualifications Help CR Entrepreneurs to Succeed
- 6.6. KSF6: Venture Capital Helps CR Entrepreneurs to Succeed
- 6.7. KSF7: Adopting an International Market Strategy Helps CR Entrepreneurs to Succeed
- 6.8. KSF8: CRs Entrepreneurial Spirit Helps Them in Managing MNCs
- 6.9. KSF9: Returnees from the United States Tend to be More Entrepreneurial and Innovative
- 6.10. KSF10: The Optimal Age to Start a CR Business
- 7. Conclusions: Returnee Solutions to Globalizing China
- 7.1. Chinese Returnees Will Become an Innovative Force in China
- 7.2. Chinese Returnees Will Help Chinese Firms in Going Global
- 7.3. Theoretical Implications
- 7.4. Managerial Implications
- 7.5. Limitations and Future Research
- References
- Appendix 1: Research Methodology
- Appendix 2: CR Entrepreneurs Interviewed for the Study
- Appendix 3: Other CR Businessmen Interviewed for the Study
- About the Author
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