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Competition and strategy of Chinese firms-An analysis of top performing Chinese private enterprises
The Authors
Fang Lee Cooke, Manchester Business School, University of Manchester, Manchester, UK
Abstract
Purpose – The purpose of this paper is to analyse the key elements in the strategy of leading Chinese private firms in order to identify the key factors that are associated with the success of these firms.

Design/methodology/approach – Secondary data source from the self report of 30 of the top 50 private enterprises of 2004 in China as the basis for analysis. In analysing these self reports, a table was compiled that records the name of each case study firm, nature of its businesses, its ranking in the top 50 in 2004, background of the owner entrepreneur/CEO, history of the firm, and key elements of strategies.

Findings – The paper identifies that the key success factors of these firms appear to be associated with firm growth through business diversification, development of international market, strong emphasis on product innovation and quality enhancement, strategic marketing, product and corporate branding, and importantly, entrepreneurship of owner managers/CEOs and reform of corporate governance. Also revealed that top-performing Chinese private firms tend to adopt a high-commitment model of human resource management which emphasizes training and development, promotion by competence, extensive employee welfare provision, and enterprise culture development and management.

Research limitations/implications – The secondary data came from company self reports with potential bias of self reporting. They were snap shots and anecdotal instead of longitudinal studies. They also contained top management's views only, which are not necessarily representative of the wider organisation. These methodological drawbacks mean that the data needs to be treated with caution and that more in-depth empirical research is needed to shed more light on the subject that is of growing importance in understanding Chinese business and management.

Originality/value – This paper fills the gap in existing literature by revealing changes that have taken place in the privately owned businesses in China, key challenges they face and what strategic response they have adopted. The understanding of the business and management strategies of these firms is beneficial not only to scholars and students who are interested in China but also to organisational managers who wish to develop businesses with China.
Article Type:
Case study
Keyword(s):
Competitive strategy; Diversification; Human resource management; Private sector organizations; China.
Journal:
Competitiveness Review: An International Business Journal
Volume:
18
Number:
1/2
Year:
2008
pp:
29-56
Copyright ©
Emerald Group Publishing Limited
ISSN:
1059-5422
Introduction
There has been a growing interest in the academic studies of business and management in China. While foreign multinational firms and state-owned enterprises (SOEs) have been the focus of a large number of studies, Chinese-owned private businesses have attracted relatively less attention. However, this sector is witnessing some significant changes and is playing an increasingly important role in China's economy (Garnaut and Huang, 2001; Parris, 1999). An understanding of the business and management strategy of these firms is beneficia本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。