Affinity to the Chinese culture, personalized social networks and a firm control of ownership and management have often been considered the key ingredients for the success of many diaspora Chinese transnational enterprises in South China and Southeast Asia. In view of the recent Asian crisis and the rapid changes imposed by globalization, scholars are increasingly concerned whether these family-owned Chinese transnational enterprises would survive the challenges in the new millennium.
Affinity to the Chinese culture, personalized social networks and a firm control of ownership and management have often been considered the key ingredients for the success of many diaspora Chinese transnational enterprises in South China and Southeast Asia. In view of the recent Asian crisis and the rapid changes imposed by globalization, scholars are increasingly concerned whether these family-owned Chinese transnational enterprises would survive the challenges in the new millennium.
Leo Douw is Lecturer in Modern Chinese History and Society at the University of Amsterdam and the Free University of Amsterdam, and Director of the research program on Chinese diaspora capitalism at the International Institute for Asian Studies, The Netherlands. Cen Huang is Director of International Programs and Partnerships at the University of Calgary. David Ip is Associate Professor, Department of Anthropology, Sociology and Archaeology at the University of Queensland.
Inhaltsangabe
1: Introduction 1; 2: Mismatched Cultural Affinity: Industrial Relations in Overseas Chinese Enterprises in South China; 3: Receptiveness to Changing Practices in Human Resource Management: A Comparison of Mainland Chinese and Taiwanese Employees in German-Chinese Business; 4: The German Machine Tool Service - A Work Floor Case Study of a German-Based Transnational Small Enterprise in China; 5: Chineseness and Chinese Capitalism in East and Southeast Asia 1; 6: Southeast Asian Chinese Investment in Xiamen: The Li Family during the 1920s and 1930s as a Case Study; 7: Donations of Overseas Chinese to Xiamen Since 1978; 8: Southeast Asian Chinese Transnational Enterprises in China: Qiaoxiang Ties and the Zheng Family 1; 9: Doing Business in Southeast Asia and Southern China - Booms and Busts of the Eu Yan Sang Business Conglomerates, 1876-1941 1; 10: Managing Traditional Chinese Family Firms Across Borders: Four Generations of Entrepreneurship in Eu Yan Sang *; 11: Transnational Chinese Businesses in Tianjin: Rethinking Cultural Affinity and Economic Performance *; 12: Chinese Land and Property Companies: Asset Bubbles, Financial Innovation, and Risk; 13: Asian Crisis, Corporate and Financial Restructuring, and Transformation of Traditional Chinese Enterprises; 14: Winners and Losers - The Crisis Strategies of Diaspora Chinese Capitalism
1: Introduction 1; 2: Mismatched Cultural Affinity: Industrial Relations in Overseas Chinese Enterprises in South China; 3: Receptiveness to Changing Practices in Human Resource Management: A Comparison of Mainland Chinese and Taiwanese Employees in German-Chinese Business; 4: The German Machine Tool Service - A Work Floor Case Study of a German-Based Transnational Small Enterprise in China; 5: Chineseness and Chinese Capitalism in East and Southeast Asia 1; 6: Southeast Asian Chinese Investment in Xiamen: The Li Family during the 1920s and 1930s as a Case Study; 7: Donations of Overseas Chinese to Xiamen Since 1978; 8: Southeast Asian Chinese Transnational Enterprises in China: Qiaoxiang Ties and the Zheng Family 1; 9: Doing Business in Southeast Asia and Southern China - Booms and Busts of the Eu Yan Sang Business Conglomerates, 1876-1941 1; 10: Managing Traditional Chinese Family Firms Across Borders: Four Generations of Entrepreneurship in Eu Yan Sang *; 11: Transnational Chinese Businesses in Tianjin: Rethinking Cultural Affinity and Economic Performance *; 12: Chinese Land and Property Companies: Asset Bubbles, Financial Innovation, and Risk; 13: Asian Crisis, Corporate and Financial Restructuring, and Transformation of Traditional Chinese Enterprises; 14: Winners and Losers - The Crisis Strategies of Diaspora Chinese Capitalism
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