Based on 31 case studies, this study tests the validity of four major managerial hypotheses for manufacturers in China after WTO accession. It is argued that the skills of managers will be severely tested in four specific areas after China accedes to the WTO: (1) preparing for trade disputes with their overseas competitors, (2) developing newer and higher value-added products and diversifying their markets, (3) selecting the appropriate localization strategy, (4) and upgrading manufacturing processes and work practices to comply with international (and regional) standards, as well as being aware of overseas competitors using these standards as non-trade barriers. Managers also have to strike a delicate balance to deal with these interrelated challenges under the constraints of time and available resources.