A two-tier adaptive approach to securing successful ERP implementation

In recent years, a significant volume of industrial and academic research has been directed towards understanding the evolution and development of ERP systems and their associated applications. However, the associated technological and social changes are significant, and although many corporations have successfully implemented ERP, there have also been many reported cases of failed implementation. This has led several researchers to examine in detail the causes of these failures, in an effort to identify critical success factors associated with successful implementation. This dissertation reports on an action research study that arose from an initiative designed to improve the likelihood of success when implementing a particular UKdeveloped ERP system in China, namely `System 21' from JBA International. The project in which this research is embedded was a joint venture between JBA and a leading US beverage company, Pepsi Cola. The dissertation initially focuses on the analysis of underlying reasons for pilot project failures in this joint venture. This draws upon qualitative data from managers, consultants and other stakeholders involved in the ERP implementation at three geographically dispersed sites. The research then turns to an examination of ERP implementation methodology in the context of joint venture collaboration and associated issues such as change management and business process (re)engineering. This is grounded in a literature review of several approaches adopted by the major ERP solution providers. The literature review phase is followed by the design and distribution of a detailed questionnaire aimed at identifying, and subsequently addressing, the concerns of various customer stakeholders in a number of Hong Kong based businesses spanning a range of industrial sectors. Its aim was to secure the necessary improvements in methodology required to underpin the successful implementation in future Pepsi Joint Venture projects in China. Ultimately, this led to a set of recommendations in the form of a strategic framework for implementing ERP systems in China. In summary, a key deliverable arising from the research was the production of a business model for the achievement of success when implementing joint venture ERP systems in China. A second related deliverable is the improvement of the generic implementation methodology currently available to customers of `System 21'. This has been achieved by developing a framework evolved from an adaptive approach to the implementation of ERP systems. To a great extent, the findings and recommendations are also applicable to other multinational companies who are operating in China and keen on implementing ERP systems within this particular setting, with its associated cultural and other restrictions.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Understanding Entrepreneurship Process and Growth in Emerging Business Ventures under Market Socialism in China

Objectives: This paper aims to provide an insightful view of the entrepreneurial process and growth in different types of Chinese entrepreneurial enterprises under market socialism in China. This issue is explored by examining the organisational characteristics of three emerging business ventures under market reforms and institutional changes. It addresses the interactive effect of key contingency factors in entrepreneurship process and explains its impact on growth or failure outcomes in a particular ‘China type’ of market economy. Prior work: China’s hybrid economic system represents a mixed political economy with both socialist and capitalist characteristics (Lichtenstein, 1992; Morphy et al, 1992; Opper, 2001). Despite a growing body of research on Chinese small business practices alongside the economic reforms (Shen, 1994; Child, 1994; Naughton, 1994; Schlevogt, 2001; Warner, 2004; Yang, 2007; Kshetri, 2007; Yang and Li, 2008), more empirical studies are required to provide a critical insight into the emerging business practices. This research adopts a contingency model of entrepreneurship(Wickham, 2006) to examine entrepreneurship process and growth in different types of business venture. It reveals the interactive relationships among key variables such as strategy, ownership, culture and management process. Approaches: This research is undertaken through the empirical analysis of three case study companies in the textile industry. This fieldwork was conducted in 2006 and 2009 respectively. Multiple sources of data were collected including 21 open-ended interviews of owners and key managers in three case study companies. Results: The study offers an explanation on how entrepreneurship takes different forms and features in different organisational contexts. Empirical evidence supports four hypotheses: (1) The type of ownership is a key contingent factor that moderates particular entrepreneurial outcomes. (2) Leadership and knowledge accumulation capability are critical factors in learning process, significantly affecting the strategic choices in either high value or low value added products strategy. (3) The broadening of product portfolios and increased production capacity will improve survival chances and increase the likelihood of firm growth. (4) Management capability and consistency have greater impact on the outcome of entrepreneurship process than the resource and strategy factors. Implications: The findings have significant implications for a conceptual understanding of Chinese entrepreneurship dynamics. It addresses important considerations on government policy making and promotion strategies for entrepreneurship development in different forms of business venture. Value: The textile sector has pioneered the government reforms in restructuring and creating entrepreneurial enterprises. It offers a perfect case for assessing the entrepreneurship processes in a rapidly changing market environment. It emphasizes the important ownership effect on entrepreneurial outcomes. Drawing upon Wickham’s contingency model of entrepreneurship, it provides an improved understanding of this concept under particular circumstance and different contexts

Antecedents of trust in international joint ventures' (IJVS) performance in developing countries: A review of empirical evidence

Trust in international joint venture has received much attention for the last 20 years. This study highlights the importance of social capital in international joint ventures (IJVs) in developing countries. This paper assesses the impact of antecedents of trust on performance of international joint ventures in developing countries, which is based on social exchange theory. Little attention has been paid to exploring the concept in IJV. The impacts of components of inter partner-fits and relational factors on trust and the effect of trust on performance of IJVs will be considered. In addition the impact of religion and country risk on level of trust in IJVs in these countries will be evaluated. A framework has been developed based on this review analyses and integrates empirical evidence in order to identify convergence and conflict in IJV. The paper addresses a problem of relevance to both international academics and practitioners in addressing managerial implications. It is hoped that the study will provide a meaningful implication to the process of selection of IJV partners

Joint Venture Manufacturing in China : an Exploratory Investigation

International joint venture (IJV) manufacturing is important for both the Chinese economy and a large number of foreign investors. A review of the literature from both Western and Chinese researchers showed that although the purpose and advantages of IJV manufacturing in China are known, a vital aspect – operations management – has largely been ignored. Therefore, exploratory interviews with managers at six companies were conducted to investigate the operations management issues faced by IJV manufacturers in China. Four main problems were identified: the difficulty with recruiting and training suitable employees; all aspects of supplier management; problems with achieving high- quality output; and achieving an effective IJV business culture. The results have implications not only for researchers, in that they indicate where more research is necessary, but also for practitioners, since they identify the areas where IJV manufacturers are most likely to encounter problems in C

Go west for fame and fortune? The role of internationalization in the growth of Chinese telecom firms

This paper focuses on the role played by internationalization in the growth of Chinese telecom firms by comparing the three cases from China’s telecom sector – Huawei Technologies (Huawei), Zhongxing Telecom Equipment Corporation (ZTE), Datang Telecom Technology (Datang). Faced with a global market that was strongly oligopolistic and dominated by Western firms, we show that internationalization strategies triggered by resource seeking played different roles in the growth strategies of these three firms. The contrasting fortunes of these firms also underscores the fact that the success of internationalization strategies of firms from emerging markets cannot be understood without reference to the global competitive environment faced by firms

COMPETITION AMONG FOREIGN AND CHINESE AGRO-FOOD ENTERPRISES IN THE PROCESS OF GLOBALIZATION

Based on various case studies, this article examines the interaction of foreign investors and local operators in globalization in the agro-food market in China. The study found that to break the limitation of the high-end market and to position mainly in the middle market were critical for international brands to succeed. Asian companies approached the China market as an insider because of cultural proximity. The latter, plus focused management and effective technology, made their operations profitable easily, but also exposed them to the risk of overexpansion. Quality products at affordable prices were the catch-up approach adopted by local players. At the early stage of globalization, winning tactics for local enterprises include imitating and participating in foreign investments, and exploring the markets where foreign investors have no advantages. In the China market, foreign and domestic enterprises were competing, complementing, and collaborating with each other to allow each to achieve its goals. The study analyzes the sophisticated relationships between domestic and foreign players, and provides inputs to strategic discussions of foreign investors and Chinese local enterprises about how to improve their competitive positions.Agribusiness, International Relations/Trade,

Accelerated Internationalisation by Emerging Multinationals: the Case of White Goods Sector

The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. These new MNEs did not delay their internationalisation until they were large, as did most of their predecessors, and often become global as a result of direct firm-to-firm contracting. Many grow large as they internationalise conversely, they internationalise in order to grow large. This is a striking pattern which, if confirmed, indicates that enterprises from developing countries have pursued distinctive approaches to internationalisation. It is a further interesting hypothesis to investigate to what extent such firms, born as suppliers of established incumbents, have leveraged on their "latecomer" status to accelerate their internationalisation. This paper documents how emerging MNEs may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three latecomer MNEs pursued global growth through accelerated internationalisation combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arcelik (Turkey) emerged as Dragon Multinationals in the large home appliances (so-called "white goods") industry. This is a producer-driven global value chain, characterized by mature technology and rapid delocalization to developing countries, where not only input costs are lower, but demand growth rates are higher - giving a decided latecomer advantage to these MNEs. Haier, Mabe and Arçelik leveraged their strategic partnership with established MNEs to upgrade their operations, evolving from the production of simple goods, into new product lines developed through their own design, branding and marketing capabilities. The recipe of their success has been the ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global.Internationalisation; latecomer; MNEs; white goods; Haier; Arcelik; Mabe

Railway Reform in China.

The purpose of this working paper is to consider the current situation of Chinese Railways, the progress of reforms to date, and possible future developments. The first section describes the current problems of Chinese Railways, as a vast organisation subject to strong central control, facing enormous and rapidly growing demands which it is unable to satisfy. The progress of reform in Chinese Railways to date, and in particular the Economic Contract Responsibility System instituted in the late 1980's and the development of joint venture companies to build new lines, are then described. In the following section the key reform models found in other countries - deregulation and privatisation of vertically integrated regional companies; separation of infrastructure from operations with open access andlor franchising competitors; or reorganisation on the basis of business sectors - are then described. None is fully suitable for China, but it is suggested that a combination of sectorisation, more commercial independence, further development of joint public/private partnerships and more contracting out, is the most likely way forward

Transferring Collective Knowledge: Collective and Fragmented Teaching and Learning in the Chinese Auto Industry

Collective knowledge, consisting of tacit group-embedded knowledge, is a key element of organizational capabilities. This study undertakes a multiple-case study of the transfer of collective knowledge, guided by a set of tentative constructs and propositions derived from organizational learning theory. By focusing on the group-embeddedness dimension of collective knowledge, we direct our attention to the source and recipient communities. We identify two sets of strategic choices concerning the transfer of collective knowledge: collective vs. fragmented teaching, and collective vs. fragmented learning. The empirical context of this study is international R&D capability transfer in the Chinese auto industry. From the case evidence, we find the expected benefits of collective teaching and collective learning, and also discover additional benefits of these two strategies, including the creation of a bridge network communication infrastructure. The study disclosed other conditions underlying the choice of strategies of transferring collective knowledge, including transfer effort and the level of group-embeddedness of the knowledge to be taught or re-embedded. The paper provides a group-level perspective in understanding organizational capabilities, as well as a set of refined constructs and propositions concerning strategic choices of transferring collective knowledge. The study also provides a rich description of the best practices and lessons learned in transferring organizational capabilities.http://deepblue.lib.umich.edu/bitstream/2027.42/39804/3/wp420.pd