The cultural transformation of large Chinese enterprises into internationally competitive corporations: case studies of Haier and Huawei
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DOI: 10.1080/14765284.2011.542886
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- Ouchi, William, 1981. "Theory Z: How American business can meet the Japanese challenge," Business Horizons, Elsevier, vol. 24(6), pages 82-83.
- Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
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Cited by:
- Xiaotian Li, 2023. "Managerial Technique and Worker Subjectivity in Dialogue: Understanding Overwork in China’s Internet Industry," Work, Employment & Society, British Sociological Association, vol. 37(6), pages 1699-1716, December.
- Tommy Tse & Xiaotian Li, 2023. "Recoupling Corporate Culture with New Political Discourse in China’s Platform Economy: The Case of Alibaba," Work, Employment & Society, British Sociological Association, vol. 37(6), pages 1544-1564, December.
- Rikap, Cecilia & Flacher, David, 2020. "Who collects intellectual rents from knowledge and innovation hubs? questioning the sustainability of the singapore model," Structural Change and Economic Dynamics, Elsevier, vol. 55(C), pages 59-73.
- Rikap, Cecilia, 2022. "Becoming an intellectual monopoly by relying on the national innovation system: the State Grid Corporation of China's experience," Research Policy, Elsevier, vol. 51(4).
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Keywords
China; corporate culture; Haier; Huawei; management; internationalization;All these keywords.
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