Foreign Investment and Corporate Governance in China by Yanni Yan (auth.)

By Yanni Yan (auth.)

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The Chinese government tries to harmonize the implementation of FDI policies, but interpretation is always at the local level. Part of the harmonization of encouraging FDI in China has been the creation of ‘one-stop administrative services’ to improve operational efficiencies. Foreign firms perceive the quality of economic liberalization as the acid test as to whether the host government is genuinely friendly towards their international investment. Provision of a ‘one-stop’ administrative service for foreign investments is fully implemented in China, but the quality of the facilitation of market entry varies significantly between cities and provinces.

It must always be remembered that most products fail in the introduction phase. The length of each prescriptive PLC varies enormously. Managers may delay the move of the PLC from maturity to decline by price-cutting. Not all products go through each stage: some go directly from introduction to decline. The PLC model is used to identify which stage the product is at in order to identify an appropriate strategy for the specific stages of the PLC. At the ‘product introduction’ stage, the product is promoted to create market awareness as the need for immediate profit is not a pressure.

The corporate governance of an international strategic alliance in China may involve different forms of political patronage, privileged access to markets, or procurement opportunities. The task of managing foreign investments sympathetically in China is critically important. Part II considers building blocks for corporate governance (Chapters 3–5) and focuses on three major aspects: (1) building blocks for macro institution and economic changes; (2) building blocks for corporate governance; and (3) the available materials for an empirical study and the justification of the methodology used.

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