Enterprise Management In China Research Articles

Social mechanisms of enterprise management in China: current state of research and prospects for development

Nowadays, the study of management in a company from a sociological point of view is becoming increasingly relevant. The enterprise begins to be perceived not just as an object of economic activity, but as a social system, the ongoing processes in which must be regulated and controlled based on the characteristics of the social environment. In the article, the author makes an attempt to consider the current state of research on social mechanisms of enterprise management in China, and also determines the prospects for further development. The author reveals the factors influencing the social environment of Chinese enterprises, which allows us to draw a conclusion about the features social management mechanisms formation in them. The research methodology is based on the use of scientific literature analysis methods, content analysis, generalization. The conclusions of the study are based on the author's own experience and knowledge of the companies with Chinese specifics social environment, as well as the results of a theoretical analysis. Based on the results of the study, the author concludes that at present, management in an enterprise from the point sociological science view has not been studied enough, there are no studies of the enterprise management social mechanisms, which indicates the need for a deeper study of this problem. The social management mechanisms in Chinese companies are particularly influenced by the features of traditional Chinese culture and the dominant philosophical concepts of Confucianism, Taoism and Mohism. One of the main tasks is the Chinese companies’ social management mechanisms development and integration the ideas of "human-oriented" thinking and the "dating society" into the management process and the management model "with Chinese characteristics" creation.

Application of 3D Visualisation Video Technology for the Modern Business Management

Nowadays, identifying problems is often more difficult and important than solving them in the complex business environment. Especially in modern enterprises, with more staff and complex working environment, it is more difficult to find the problems buried under the “iceberg.” Thus the task of managers becomes how to find problems and create an environment conducive to management, so that problems naturally emerge. Based on the modern enterprise management as the research object, the information technology and 3D visualisation video technology in the application of modern enterprise management were carried out. Then it explains the concept and theory of 3D visualisation video technology, analyses the feasibility of applying visualisation video management in modern enterprises and, in particular, explores the existing problems of modern enterprise management, and comes up with methods and specific measures for implementing visualisation video management in large modern enterprises. It provides an innovative approach to the management of modern enterprises in China when facing new challenges and new turning points in the context of the financial crisis.

Innovation of Enterprise Economic Management Based on Knowledge Economy

The development of economic globalization has put forward new requirements for the economic management of enterprises in China, and in order to occupy an advantage in the fierce international competition, enterprises must innovate enterprise economic management and establish their unique core competitiveness. To this end, this paper focuses on the two aspects of enterprise economic management and enterprise economic management innovation to study and explore.

On the Problems and Countermeasures in the Development of Corporate Statistical Management

<p>Under the guidance of market economy, Chinese enterprises have developed vigorously in recent years. Based on this, the amount of data in daily operation and management of enterprises has been continuously increased. Corporate managers have paid more attention to enterprise statistics to fully understand the development of enterprises, thus effectively promoting the effective exploration and optimization of corporate statistics. However, a large number of practices have indicated that there are some deficiencies in the statistical management of enterprises in China, which in turn limits the optimization of the statistical work of enterprises. Hence, in order to further meet the needs of corporate statistical work, relevant staff should actively reflect on statistical work and formulate corresponding optimization strategies. This article analyzes the current situation of statistical management in Chinese enterprises, and puts forward corresponding optimization countermeasures, aiming at further promoting the quality of statistical work.</p>

Energy Enterprise Management in China under the Perspective of Green Development

With the aggravation of climate change, energy enterprises will gradually assume more and more responsibilities for environmental protection and energy conservation. How to incorporate green ideas into their business management has become an important theme. After reviewing the past background and policies, based on the supply chain model established in the past literature, this paper determines the more important indicators that affect the sustainable development of the company, and based on this, puts forward the points that should be paid attention to in the future management of the enterprise. First, energy companies should incorporate green ideas into their corporate training to raise the morale of their employees. Second, through strict control of upstream and downstream suppliers and the establishment of environmental requirements, so as to improve the green degree of the entire supply chain. Third, in the current society with advanced information technology, the operation of information means to achieve the goal of green management should be the focus of future management.

Study on Optimization Strategy of Family Enterprise Management in China

In the domestic private enterprises, the family enterprises make up the majority, which plays an important role in China's national economy. However, as the scale of the enterprise expands and the market competition intensifies, the family enterprises gradually lose their advantages and the defects of their governance structure become more and more prominent. If not solved, cannot escape the "rich but three generations" circle. This article first expounds the theoretical basis of family enterprise governance structure, then analyzes the main characteristic and problems of family businesses governance structure. Finally, some countermeasures and suggestions are put forward.

Intangible capital in Chinese regional economies: Measurement and analysis

Intangible capital is treated as an important determinant of economic growth in the age of knowledge economy. It has however attracted less attention in China largely due to measurement impediment. This study aims to measure intangible investment and examine its contribution to regional economic growth in China. The results show that both the coastal and interior regions in China enjoyed high growth in intangible investment during 2003–2014, especially after the year 2008. Moreover, it is found that regional disparity in intangible capital is widening and that this trend is mainly driven by the enlarging gap in investment in computer software and architecture designs. In addition, it is observed that economic competency capital is neglected in both regions, implying generally poor enterprise management in China. When intangible capital is considered, growth accounting exercises show higher labor productivity growth together with a larger effect of capital deepening in both regions. Coastal regions tend to benefit more from intangible capital due to the advancement of computerization. If the contribution of computer software in the interior region was as large as that in the coast region, labor productivity growth of the interior would be 0.5 percentage points higher than its current level. Finally, the estimates of the contribution of total factor productivity to economic growth would be biased if intangible capital is not considered.

Does Privatisation Affect Earnings Management of State-owned Enterprises in China?

Once privatised, SOEs are operating in a market with free competition; their reported earnings become an important indicator of the enterprise's operational performance. The degree of control that the state is able to exert over the company will diminish after privatisation. The concentrated ownership structure and the strong political and economic connections between the government and listed companies are the main causes of earnings management in China.

The Current Situation, Problems and Countermeasure Research of Chain-management Development in China

At present, Chinese Chain-management, which is still at the initial stage of development, is in obvious disadvantage in the competition with foreign large-scale chain enterprises. Merger, franchise and some other approaches should be adopted by Chinese chain enterprises in order to broad in scale. Furthermore, more attention should be paid to informatization system, constant optimization and upgrade information system. By choosing good promotion and advertising modes to increase customer’s awareness to chain enterprises brand, we could smoothly implement the chain enterprise brand strategy. Finally, chain enterprise management in China will expand under the context of new market.

The Changing Face of Management in China

1. Setting the Scene for the Changing Face of Management in China (Fang Lee Cooke and Chris Rowley) 2. The Changing Face of Human Resource Management in China (Fang Lee Cooke) 3. The Changing Face of Marketing Management in China (Yonggui Wang and Hui Feng) 4. The Changing Face of Accounting Management in China (Richard Chamblin, J. Mark Munoz and Xiu Ying Zheng-Pratt) 5. The Changing Face of State-Owned Enterprise Management in China (Russell Smyth and Qingguo Zhai) 6. The Changing Face of Small and Medium-Sized Enterprise Management in China (Li Xue Cunningham and Chris Rowley) 7. The Changing Face of Performance Management in China (Irene Hon-Fun Poon, Jean Qi Wei and Chris Rowley) 8. The Changing Face of Mergers and Acquisitions Management in China (Kun Huang and Fang Lee Cooke) 9. The Changing Face of Management in Hong Kong (Ng Sek Hong and Olivia Ip) 10. Revisiting the Changing Face of Management in China: Conclusion (Chris Rowley and Fang Lee Cooke)

Digital enterprise management in China: current status and future development

Digital management plays an important role in modern enterprise management. Supported by the Chinese National High-Tech R&D Program on CIMS, the techniques and software of enterprise information systems and digital management systems have been studied and applied in China for more than 20 years. The paper provides a comprehensive review on the development, current status, and future development of enterprise information systems and digital management systems in China, as well as the software products and the market for digital management.

Human resource management in China's township and village enterprises: Change and development during the economic reform era

Based on a survey of 244 township and village enterprises in two different regions in China, this paper compares the human resource management practices in these organizations. The study tries to identify what practices are used most frequently in hiring, training, performance appraisal and compensation decisions. It explores the effectiveness of these HR practices and identifies the specific practices that are most related to organizational effectiveness, and employee job satisfaction. Results are discussed in terms of implications for future study and management of enterprises in China.

Human Resources Management Practices in China

Abstract Based on a survey of 308 firms in China, this paper compares the human resource management practices of Township and Village Enterprises (TVEs) with the Sino-foreign joint ventures (SFJVs) formed between TVEs and foreign firms. Systematic differences in employment practices are found in recruiting, educational qualifications of top management, training, benefits, and the role of unions in enterprise management. These differences are consistent with the predictions of institutional theory. Results are discussed in terms of implications for future research and management of enterprises in China.

Changes in Enterprise Management in China in the 1980s

Changes in Enterprise Management in China in the 1980s

Reform of State Enterprise Management in China

The shift in China's economic strategy following the Third Plenum of the 11th Central Committee of the Chinese Communist Party (CCP) in 1978 was an attempt to readjust and reform the economic system. First, reform measures were introduced in the agricultural sector. Secondly, the commercial sector was gradually being adjusted to allow the market mechanism to play a role under the “guidance” of state planning. Thirdly, there was more investment in transport and communications. Fourthly, the rate of accumulation by the state was reduced while the rate of consumption by the people was raised through higher incomes and the availability of more consumer goods. Fifthly, there were attempts to readjust the investment pattern between agriculture, heavy industry and light industry. Last, but not least, reform measures were introduced in the management of state enterprises. The article is concerned with this reform.

Profit Sharing, State Revenue and Enterprise Performance in the PRC

Previous articleNext article No AccessStudiesProfit Sharing, State Revenue and Enterprise Performance in the PRCSukhan JacksonSukhan Jackson Search for more articles by this author PDFPDF PLUS Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinkedInRedditEmail SectionsMoreDetailsFiguresReferencesCited by Volume 12Jul., 1984 Article DOIhttps://doi.org/10.2307/2158990 Citations: 5Citations are reported from Crossref Journal History This article was published in The Australian Journal of Chinese Affairs (1979-1995), which is continued by The China Journal (1995-present). Copyright Australian Journal of Chinese AffairsPDF download Crossref reports the following articles citing this article:Malcolm Thompson From the Law of Value Debate to the One-Child Policy in China: On Accounting and Biopolitics, positions: asia critique 30, no.11 (Feb 2022): 9–34.https://doi.org/10.1215/10679847-9417929Clement Tisdell Management of Enterprises, Separation from Ownership, and More on Markets, (Jan 1993): 152–170.https://doi.org/10.1057/9780230380189_10Sukhan Jackson, Craig R. Littler Wage trends and policies in China: dynamics and contradictions, Industrial Relations Journal 22, no.11 (Mar 1991): 5–19.https://doi.org/10.1111/j.1468-2338.1991.tb00623.xSukhan Jackson Management & Labour in Chinese Industry: A Review of the Literature, Labour & Industry: a journal of the social and economic relations of work 1, no.22 (Apr 2013): 335–363.https://doi.org/10.1080/10301763.1988.10669048Sukhan Jackson Reform of State Enterprise Management in China, The China Quarterly 107 (Feb 2009): 405–432.https://doi.org/10.1017/S0305741000039849