Global Innovation Policy Index

Ranks fifty-five nations' strategies to boost innovation capacity: policies on trade, scientific research, information and communications technologies, tax, intellectual property, domestic competition, government procurement, and high-skill immigration

Team morale and leadership styles of project managers in China construction projects

W112 Culture in Construction: Paper ID: 779The relationships of project team morale and the supervisory styles of project leaders are examined in this paper based on P-M theories which assume dichotomous styles of performance-oriented and maintenance-oriented leadership. In P-M theories, leadership affects motivational arousal directly through a combination of pressure and support where the work structuring aspects of leadership, which affect motivation by clarifying paths to goals, are less central. Generally, previous research supported both P- and M-oriented leadership styles being consistently and positively related to organisational performance measures, although the M-oriented style of leadership was found to be more effective in functional organisations and P-oriented leadership was more effective in the engineering project field of temporary organisations. Situational contingencies in this study are assumed to affect subordinates’ interpretations of leadership primarily, i.e. the leadership styles reported by subordinates are assumed not to reflect the objective level of leadership behaviour. Instead, those measures reflect the amount of a leadership function that subordinates experience given their own personalities, cultural background and the situational contingencies that they face. The subjects in an exploratory study of joint venture projects in China reported in this paper reflect the influence of leadership styles on the level of team morale and project time performance in given sets of situational contingencies.postprintThe 2010 World Congress of CIB on Building a Better World, University of Salford, Salford, U.K., 10-14 May 2010. In Proceedings: TG59 and W112 - Special Track 18th CIB World Building Congress, 2010, p. 180-19

Study on Development Strategies of a Small and Medium-sized Enterprise in Dynamic Environment

Master's thesis in Technology and Operation ManagementThe role of SMEs in promoting economic prosperity and solving employment has become increasingly evident. In the large-scale trade of industrial products, SMEs can also play their unique role and form a new impetus for economic development. SMEs are highly permeable, flexible and innovative, and can meet social demands from a more nuanced perspective. SME development is also a very valuable research topic. This paper is based on a small and medium-sized industrial enterprise, through the study of its development, sort out strategies suitable for SMEs. It provides theoretical guidance and practical reference of the development strategies for innovative SMEs, and promotes the sound development of SMEs. However, the survival and development of SMEs must first solve the marketing problem. Without purchase order, everything cannot be discussed. SMEs must avoid weaknesses and create innovative business models. Through market-based strategies, they can do market segmentation, market selection, and market positioning. Combine with product strategies, price strategies, channel strategies, and promotion strategies, they can survive in the gap between large companies; and to meet the special demands of customers and achieve sustainable development. In this paper, Company A is selected as a research case. As a small and medium-sized industrial trading company, company A is different from an industrial product manufacturing company. It faces greater pressure for survival in the fierce market competition but also has a wide range of opportunities for development. My work further clarifies Company A‟s market positioning and strategy selection, hoping by analyzing Company A's target-oriented markets and target market strategies to demonstrate Company A‟s 4P combination strategies including quality, service, brand and new product of Product strategy; going-rate, perceived value, market penetration, price mantissa, special customer, quantity discount and cash discount of Pricing strategy; conventional channels, website, social platform, local cooperation, channel member and international marketing of Place strategy; personnel promotion, network promotion, public relations and advertising of Promotion strategy. In order to guarantee the implementation of the development strategies of Company A, supporting measures are proposed by my work in terms of resource advantages, organizational structure, information management, financing channels, team building, and corporate culture. It also points out that SMEs face great opportunities for development. SME‟s development strategies should focus on customer value, continue to innovate, and make a good integration between products and markets

Aligning strategy typology and human resource management in a transitional environment : the case of Huabo Group

In a transitional society like China, it is a challenge to align an enterprise human resource management with its strategy while adapting to a dynamic external environment. There is limited studies in this regard, particularly on how private enterprises may align human resource management with strategy typology in a changing environment of emerging economy. Guided by the theoretical framework of strategy typology and human resources management alignment proposed by Miles and Snow (1984), this study investigates Huabo Group, a pharmaceutical distribution firm in Chongqing of China as a case study because this firm has developed and grown in a very dynamic, complex and hostile environment due to the rapid change of Chinese pharmaceuticals industry. Thus it provides a very illustrative sample to examine strategy typology and human resources management alignment in emerging market like China. Based on quantitative and qualitative data through survey and interview/focus group, this study: (1) finds and justifies the prospector strategy of Huabo Group under transitional external environment; (2) identifies and discusses the gaps and issues of aligning Huabo’s human resources management and prospector strategy; (3) proposes strategies to improve its human resources system to better align and support its strategy for the enterprise sustainable growth in a rapid changing environment. The study provides an illustrative case from Chinese pharmaceuticals industry to manage the challenges of aligning human resource management with organizational strategy while adapting to external environment in emerging economy, thus enriching theoretical literatures. The research results provide valuable reference for similar enterprises to give consideration to human resources management alignment during strategy adjustment under rapid changing emerging market like China.Numa sociedade em transição, como a chinesa, alinhar a gestão de recursos humanos de uma empresa com a sua estratégia e em simultâneo adaptar-se ao ambiente dinâmico externo constitui um desafio. A investigação sobre este assunto tem sido limitada, especialmente sobre como as empresas privadas podem alinhar a gestão de recursos humanos com uma tipologia de estratégia num ambiente mutável de uma economia emergente. Guiado pela matriz teórica da tipologia estratégica de Miles e Snow (1984), este estudo investiga o Grupo Huabo, uma empresa de distribuição farmacêutica em Chongqin na China, tomando-o como um caso de estudo por esta empresa se ter desenvolvido e crescido num ambiente hostil, complexo e muito dinâmico devido às rápidas mudanças na indústria farmacêutica chinesa. Desta forma, constitui um caso muito ilustrativo para examinar o alinhamento entre a tipologia estratégica e a gestão de recursos humanos num mercado emergente como o da China. Com base em dados quantitativos e qualitativos decorrentes de questionário e entrevistas/grupos focais, este estudo: 1) descobre e justifica a estratégia prospetora do grupo Huabo no quadro de um ambiente externo em transição, 2) identifica e discute as discrepâncias e os desafios de alinhar a gestão dos recursos humanos da Huabo com a estratégia prospetora, e 3) propõe estratégias para melhorar o seu sistema de recursos humanos com vista a um melhor alinhamento e apoio estratégico que favoreça o crescimento sustentável da empresa num ambiente em mudança rápida. O estudo faculta um caso ilustrativo da indústria farmacêutica chinesa para gerir o desafio do alinhamento da gestão de recursos humanos com a estratégia organizacional no quadro da adaptação a um ambiente externo numa economia emergente, assim enriquecendo a literatura teórica. A investigação constitui uma referência útil para empresas similares que queiram considerar o alinhamento da gestão de recursos humanos durante o ajustamento estratégico em condições de mercado emergente em rápida mutação tal como o da China

Nuclear Energy in the UK: Safety Culture and Industrial Organisation

In this paper we seek to explore the relationship between professionalism and nuclear safety in the UK. We consider the history of civil nuclear energy in Britain and the near complete shift in emphasis from state owned enterprises to the private sector. We show how in recent years government has acknowledged that a truly liberalised electricity industry is unable to deliver the construction of new nuclear power stations as part of a future low carbon electricity system. Throughout, however, the intention has been for policy merely to incentivise the private sector rather than to steer industry strategy directly. Having said that, the line between strong incentives and weak control can be hard to see. We present illustrative examples, real and fictional, that give insight into the UK nuclear safety culture and we discuss the wider nature of UK society with respect to corruption. We conclude that the unique basis of safety regulation in the UK, essentially permissive rather than prescriptive, has a key role to play in promoting and maintaining nuclear professionalism

The key factors that influence the purchasing cost: the case of MNCs' subsidiaries in East-China

With fiercer competition, advanced technology, dynamic business environment, and the intensification of China’s reforms and opening-up markets, Chinese companies and MNCs’ subsidiaries in China are facing greater and greater challenges in keeping their business. Based on this knowledge, the main objective of this research is to understand what domestic companies and MNCs’ subsidiaries are doing in the field of procurement in China; and, with this comprehensive understanding, to assist MNCs’ subsidiaries in improving their ability to dynamize the purchasing practices in China. First this study investigates the key factors that influence the purchasing cost of domestic companies and MNCs’ subsidiaries in China. In a second phase, it gets a deeper understanding about this topic in the MNCs’ subsidiaries in East-China. The combined quantitative and qualitative research methods were adopted. 336 respondents participated in a survey and three constructs were extracted: power of supplier, procurement policy, and managerial capabilities. 21 procurement people from the MNCs’ subsidiaries in East-China were interviewed and four key themes associated with a purchasing cost leadership strategy were identified and analyzed: drivers for purchasing cost reduction, facilitators of purchasing cost reduction, barriers to purchasing cost reduction, and procurement policy. To successfully accomplish a cost leadership strategy, the procurement policy is centered on cost saving, in part through the ability to substitute, with a particular emphasis on import substitution. The very important feature of the Chinese culture, the Guanxi network, plays an ambiguous role since it influences either positively or negatively such accomplishment. Finally, the combination of all forces that MNCs’ subsidiaries in East-China produce, reproduce and transform reveals that, at present days, they are not the catalyst that may enhance the desirable transition from traditional to modern purchasing management, in China.Com uma concorrência feroz, tecnologias avançadas, um ambiente de negócio dinâmico, e a intensificação das reformas e abertura dos mercados na China, as empresas chinesas e as subsidiárias de empresas multinacionais (MNCs) na China enfrentam crescentes desafios para manter os seus negócios. Com base neste conhecimento, o principal objetivo desta investigação consiste em compreender o que as empresas domesticas e as subsidiárias de MNCs estão a fazer no campo das aquisições na China; e, com este entendimento, assistir as empresas subsidiárias a melhorar as suas aptidões para dinamizarem as práticas de compras na China. Inicialmente este estudo investiga os principais fatores que influenciam o custo de compras de empresas domesticas e subsidiárias de MNCs na China. Numa segunda fase, adquire um conhecimento aprofundado sobre esta temática dentro das subsidiárias de MNCs na China Oriental. A combinação de métodos de pesquisa quantitativo e qualitativo foi adotada. 336 respondentes participaram no inquérito e três construtos foram extraídos: poder dos fornecedores, política de aquisições, e competências de gestão. 21 pessoas da área das compras em subsidiárias de MNCs na China Oriental foram entrevistadas e quatro temas associados a uma estratégia de liderança de custos nas compras foram identificados e analisados: condutores da redução do custo de compras, facilitadores da redução do custo de compras, barreiras à redução do custo de compras, e política de aquisições. Para alcançar com êxito uma estratégia de liderança de custos, a política de aquisições está centrada na redução de custos, em parte através da capacidade para substituir, com particular enfâse na substituição das importações. O traço muito importante na cultura chinesa, a rede de contatos Guanxi, exerce um papel ambíguo na medida em que influência tanto positivamente como negativamente a concretização desse objetivo. Por fim, a combinação de todas as forças que as subsidiárias de MNCs na China Oriental produzem, reproduzem e transformam, revelam que, atualmente, elas não são o catalisador que possa facilitar a desejada transição da tradicional para a moderna gestão das compras na China

China's Competition Policy Reforms: The Antimonopoly Law and Beyond

More than twelve years have elapsed since China began its efforts to enact a comprehensive antitrust law. Today, drafts of the law are still being debated. Such a protracted legislative process is highly unusual in China, and can only be explained by the controversy the draft law generates. After a brief review of China’s current competition policy, this paper discusses the fundamental issues in China’s economy that give rise to the challenges facing China’s antitrust policymakers in enacting the new antitrust law. These issues include the role of state-owned enterprises, perceived excessive competition in China’s economy, mergers and acquisitions by foreign companies, the treatment of administrative monopolies, and the enforcement of the antitrust law. While those controversies create significant policy issues for China, they do not constitute valid objections to the enactment of the new antitrust law. Meanwhile, it will be important for China to recognize that the new antitrust law alone will not be sufficient to fully realize its goal of promoting competition in its economy; other reforms will be necessary as well. China will be better off by moving swiftly to enact the new antitrust law, while keeping the momentum to engage in those other reforms.China, antitrust, law,

The globalisation of Chinese brands

China has taken over Japan over the last decade to become the largest manufacturer and exporter of more than one hundred consumer products. However, China, as “the world factory”, has yet to create a single brand that is recognised worldwide. The recent acquisition of IBM’s PC business by China’s Lenovo may signal the beginning of the globalisation of Chinese brands. This paper considers the current brand revolution in China, focusing on the unique challenge faced by major Chinese enterprises: how to sustain their brands in domestic competition and how to expand in the global markets. The paper is divided into two parts: it first gives a brief review of the development of marketing and branding in China since the start of economic reform in 1978, and then discusses current issues in the domestic market: changes from price competition to brand competition, as well as diversification and the role of the government. The second part examines the routes to internationalisation taken by some of China’s biggest brands; differences in their entry modes and branding strategies are analysed

The World upside down, China's R&D and innovation strategy

Intervention au séminaire "BRICs" du 14 novembre 2011, sur le thème : "La stratégie de Recherche et Développement et l'innovation en Chine "R&D and innovation have become much more strategic than ever before for the growth of China as well as for its global societal upgrade. The Chinese authorities have designed an innovation strategy to face new economic and social challenges. The first part of the paper is focused on the emergence of the policy, in the 2006-2020 Plan for S&T, with a historical perspective explaining the legacy of the past in today's choices. In the second part, we illustrate China's catching up strategy through four sectors (high-speed trains, aeronautics, clean energy, IT) and discuss its potential impact on the world industry.La R&D et l'innovation sont plus stratégiques que jamais pour la croissance de la Chine aussi bien que pour le progrès global de sa société. Les autorités chinoises ont mis en place une stratégie d'innovation pour affronter de nouveaux défis économiques et sociaux. La première partie de ce papier se concentre sur l'émergence de cette politique, dans le Plan de 2006-2020 pour les Sciences et Techniques, avec une perspective historique qui explique l'héritage du passé dans les choix contemporains. Dans la seconde partie, nous illustrons la stratégie de rattrapage de la Chine dans quatre secteurs (les trains à grande vitesse, l'aéronautique, l'énergie propre et technologies de l'information) et discutons de ses impacts potentiels sur l'industrie dans le monde

MARKET RESEARCH: SWECO FINLAND’S POTENTIAL ENTRY IN VIETNAM IN INFRASTRUCTURE CONSULTING BUSINESS

The research resulted in a comprehensive overview of the Vietnamese public infrastructure market. Primary data confirmed most of the secondary data collected while adding more supporting details, with no perceivable contradiction among data sources. Macro-economically, Vietnam emerged as a high-potential market due to the rapid economic growth, the massive infrastructure demand driven by urbanization and industrialization, and the Government’s recent efforts. However, there were market uncertainties that required careful consideration, with regulatory inefficiency and corruption being the most prominent ones. Culturally, Vietnam and Finland exhibited distinct differences. The thesis concluded that Vietnam was a market of high potentiality and medium risk. The author’s recommendations for market entry included a careful approach to mitigate risks concerning regulations, and the addition of a translator when negotiating to reduce the risk of cultural misunderstanding