Abstract
China’s breathtaking ten percent growth over three decades, an unsteady foundation of overcapitalized state-owned enterprises, a fiercely protectionist government, and a rapidly changing business landscape, which floods and oversupplies the world market with its products, makes it not only a vital place for multinational corporations (MNC’s) to win big in China by its growing size of domestic market, especially in the decades to come, but at the same time a subject of high relevance for the world of academia in particular for management scholars and practitioners. The purpose of this work is to provide a conceptual framework, to identify and address the primarily challenges facing expatriate CEO’s, top managers and company presidents operating in today’s and future’s China. In addition, to underpin and substantiate the claim of China’s essential role in the interconnected, globalized, turbulent and changing world. The author has applied a conceptual research method by finding and implementing key literature available on how top managers succeed in China, how they have made it a rewarding experience, and how the new China CEO can make the operation China a success story for the MNC he will run. China is fast to become the world’s factory. It has the potential to reshape the landscape of global business and creating an environment of fierce competition between MNC’s. According to the leading researchers (Jacques 2009; Hexter, Woetzel 2007; Fernandez, Underwood 2006; van Agtmael 2007, Lieberthal, Lieberthal, 2004; Zhijun 2006; Perkowsky 2008; et all) China and its market will set the next standards globally, thus the China CEO’s experiences and the gained best practices for MNC’s will shape the very world of international and Western business. Therefore, this work is written for top managers entering the Chinese market or who are already working in China and seeking to have an interdisciplinary work in their hands, which addresses many divers issues of their primarily concern.
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