Beschreibung
Master's Thesis from the year 2013 in the subject Business economics - Business Management, Corporate Governance, grade: 1.3, University of applied sciences Frankfurt a. M., language: English, abstract: This thesis deals with the characteristics required of the leader of an international European companys outpost in China. It provides a synthesis of current theories, builds context based on supporting literature, and is complemented by a survey of the different experiences of local managers to identify contemporary issues. In the past, companies expanded operations to China first and foremost to profit from the cost advantage that China offered. Meanwhile, increasing consumer purchasing power and a developing preference for brand name and luxury goods make the Chinese market a dynamic one that offers international companies substantial potential. This market sales potential has become the main driver. Different forms of market entry are available for specific company strategies. The most common are the representative office, a joint venture, and the wholly foreign owned entity. In spite of the positive developments in the Chinese market, numerous challenges await companies planning to establish a local business unit. The labour market exhibits weaknesses in the Chinese education system. Job applicants often lack creativity and general communication skills, as well as competent English skills. Although its importance is on a decline, the issue of intellectual property remains a concern whereas the problem of corruption persists. The standards and concepts used to recognize and label corruption are still deeply linked with the local cultures making their reconciliation a challenge that companies need to overcome. The human resource management strategy has to take cultural differences into consideration. There are two main point of focus. The first originates with Confucian values. Status, money and career perspective are aspirations that any attractive employment opportunity has to address. Western leaders also have to be aware that Chinese social hierarchy dictates that interaction between managers and subordinates can cross the traditional western line between private and professional matters. The second point of focus, the posting of expatriates including preparation, onsite support during the stay abroad as well as reintegration upon repatriation, is integral to the project. Careful and detailed planning and exe-cution are of utmost importance to ensure the successful completion of the Chinese office setup. [.]
