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This book analyses how China's firms in the consumer electronics (CE) sector have developed their business strategy and corporate governance during the reform process. The CE sector is one of China's most important and dynamic manufacturing sectors. As one of the earliest market-oriented sectors after 1978, its experience illustrates the adoption of the Western model of management in China. This is the first book to analyse the link between business strategy, corporate governance and performance of firms, explicitly comparing state-, collective-, and privately-owned firms. This book argues that the competitive dynamics of the market are central to the survival of firms in contemporary China.
List of contents
List of figures
List of tables
Abbreviations and acronyms
Preface
Chapter 1: Introduction to strategy, corporate governance and corporate reform
Abstract:
Overview
Business strategy and the corporate governance of Chinese firms
Objectives of the book
Research methodology
Structure of the book
Chapter 2: Business strategy and corporate governance: theoretical and empirical perspectives
Abstract:
Introduction
Institutional theory (IT)
Business strategy (BS)
Corporate governance (CG)
Gaps in the literature
Conclusion
Chapter 3: The economic background in China
Abstract:
Introduction
Economic reform in China
The development stages of the Chinese consumer electronics sector
The classification of firms by ownership in China
The shareholding programme in China
Background to the case firms
Conclusion
Chapter 4: Business strategies in the focal companies
Abstract:
Introduction
The development of exploitation and exploration strategies in SOEs
The development of exploitation and exploration strategies in COEs
The development of exploitation and exploration strategies in DPOEs
Results of the business strategies
Conclusion
Chapter 5: Ownership structure and the characteristics of the board in the focal companies
Abstract:
Introduction
The ownership structure of the firms
Characteristics of the boards of firms
Conclusion
Chapter 6: Links between institutions, business strategies and corporate governance
Abstract:
Introduction
The model of institutional factors, business strategies and corporate governance in China's transition context
Factors influencing the development of firms in China's transition context
The trend of development of Chinese firms
Contributions
Limitations
Conclusion
Chapter 7: Conclusions
Abstract:
Summary
Research and managerial implications
Avenues for future research
Bibliography
Index
About the author
Dr. Hailan Yang is a Lecturer in business school of Shandong Jianzhu University, China. Her research focuses on the impact of cultural, social and economic changes on China's companies. Yang has more than 10-years research experience in China, Britain and Australia. Dr. Stephen Morgan is Research Director of the School of Contemporary Chinese Studies at the University of Nottingham, UK. His research on China spans historical and contemporary economic and business topics.
