Subnational managerial transformation and the post-WTO-accession business environment in China: Shanghai perspectives

Abstract

The market-oriented perspectives held by managers of China's municipal government agencies and urban enterprises constitute critical variables in the business environment encountered by foreign investors. A study of 426 predominantly subnational managers in Shanghai found most study participants generally positively inclined toward implementing accession-related reforms and toward marketoriented developments. The study also revealed a surging interest in careers with foreign-affiliated entities and widespread preference for incentives that give foreign-invested firms a competitive hiring and retention advantage over domestic, especially state, establishments. The overall results suggest the transformation of subnational managerial orientations in a direction that is conducive for foreign participation in Shanghai's postaccession economy.

East vis‐à‐vis West: The evolution of work values within China regions

“…Finally, we represent technological sophistication with Internet penetration rate, which is clearly an important aspect of technology in the 21st‐century business world (China Internet Network Information Center [CNNIC], /2012). As shown in Table , a comparison of the East and West regions on these three business ideology force indicators indicates that the East region is far more advanced in its modernization and economic transformation in 2000 than was the West (Koehn, ; Koveos & Zhang, ). However, as the percentage change column indicates, the West was making substantial progress toward modernization during this period, although the West region rate of growth was not as fast as that of the East region for the economic and political indicators during this period (2000–2010).…”

Study on problems confronted with employment security in China – take foreign-invested enterprise in Shanghai city as example

“…But with the continuous perfection of the Chinese market economy, the Chinese government modulated the original favorable policies that foreign-invested enterprises enjoyed, and changed them, for example, from three-year reducing or remitting taxes to canceling tax reduction or remission (Lin [19]). The Chinese government collects sales tax on both domestic enterprises and foreign-invested ones, only with the difference in percentage, which makes the foreign-invested enterprises in China enter the natural market competition (Koehn [14]; Sommers [27]; Guo [9]). Thus, maladies appeared in operation and management of foreigninvested enterprises.…”