An analysis of sources of competitiveness and performance of Chinese manufacturers

Abstract

An exploratory model of competence and performance is presented and tested in the study. Competence in marketing, product innovation, manufacturing, and human resource development across a list of 42 items have been analyzed. Marketing competence was ranked high by Chinese managers. Elements contributed to manufacturing competence regarding process reengineering have not been emphasized as much by Chinese managers. Human resource competence, on the other hand, has been found to be significantly correlated with performance. The results clearly show a trend moving from the state‐planned economy to the market economy.

The Eco-Innovation Variables which Influence the Performance of Creative Industries Center of Natural Stone Crafts

“…This finding is in line with the findings of the study conducted by González-Benito (2005), Li (2005) and Li (2000). In contrast to other studies, in this study, market performance has no significant effect on financial performance.…”

“…A good ability in product marketing will increase financial benefit (Li, 2000). For this reason, a hypothesis is formulated as follows:…”

Empowerment methods and techniques for sport managers

“…Human resource development through empowering employees and establishing appropriate compensation and recognition systems have affected positively a firm's financial performance, and has appeared to be the most critical competency in business environment in China (Ling, 2000). Furthermore, Robert, Probst, Martocchio, Drasgow, and Lawler (2000), in their cross-cultural study on employees of a single firm (specializing in light manufacturing) with operations in the United States, Mexico, Poland, and India found that continuous improvement practices (defined as encouragement of employees for learning and development, rewarding employees for attaining competence, and pay for knowledge) and empowerment were found to be positively related to job satisfaction in the United States, Mexico, and Poland but not in India.…”

The Effects of Human Resource, Marketing and Manufacturing Performance on Financial Performance

“…Better economic performance requires greater organizational efficiencies in order to accomplish worldwide competitiveness (Simerly, 1997). The human resource is the only competence that competitors can not replicate (Evans and Lindsay, 1996) Employee empowerment; job enlargement, labor-management relationship improvement, and performance measure criteria development were considered fundamentals of human resource development (Li, 2000) approach to engage in business and be sensitive to customer demands and market changes (Kohli and Jaworski, 1990).…”

“…Over time, more and more countries have joined the global economic competition. New technology, new products, new markets, new manufacturing techniques and new management concepts are continuously emerging to change an industrial competitive advantage (Li, 2000). Therefore, the impact of sources of competitiveness (human resource management, marketing and manufacturing performance) on organizational performance is still an empirical question of significance, especially when the concept is applied to the emerging economies.…”