Asian Firms: History, Institutions and Management

封面
Edward Elgar Publishing, 2008年1月1日 - 432 頁
This book appeals to a wide range of readers who might be interested in the historical development of Asian economies, evolutionary trajectories of Asian firms, institutional change and dynamics in Asia and management and organization of Asian firms. For

搜尋書籍內容

讀者評論 - 撰寫評論

我們找不到任何評論。

已選取的頁面

內容

1 Introduction
1
2 Managing horizontal information flows in Japan
22
3 Managing with charismatic leadership in Korea
66
4 Managing the boundaries of the firm in Qing and Nationalist China
107
5 Managing the Chinese firm in Hong Kong and Taiwan
129
6 Managing relations with state agencies in the Peoples Republic
163
7 Managing under the guidance of a strong state in Southeast Asia
224
overseas Chinese and the Singapore system
269
9 Managing cultural diversity in Southeast Asia
320
Appendix
355
Bibliography
359
Index
403
版權所有

其他版本 - 查看全部

常見字詞

熱門章節

第 113 頁 - The improvements in agriculture and manufactures seem likewise to have been of very great antiquity in the provinces of Bengal in the East Indies, and in some of the eastern provinces of China...
第 108 頁 - As China's feudal society developed its commodity economy and so carried within itself the embryo of capitalism, China would of herself have developed slowly into a capitalist society even if there had been no influence of foreign imperialism.
第 37 頁 - ... most inappropriate for Japan, industries such as steel, oil refining, petrochemicals, automobiles, aircraft, industrial machinery of all sorts, and electronics including electronic computers. From a short-run static viewpoint, encouragement of such industries would seem to conflict with economic rationalism. But, from a long-range viewpoint, these are precisely the industries where income elasticity of demand is high, technological progress is rapid, and labour productivity rises fast.
第 119 頁 - Completely absent in Confucian ethic was any tension between nature and deity, between ethical demand and human shortcoming, consciousness of sin and need for salvation, conduct on earth and compensation in the beyond, religious duty and sociopolitical reality. Hence, there was no leverage for influencing conduct through inner forces freed of tradition and convention.
第 29 頁 - KNOW ye, Our subjects: Our Imperial Ancestors have founded Our Empire on a basis broad and everlasting and have deeply and firmly implanted virtue; Our subjects ever united in loyalty and filial piety have from generation to generation illustrated the beauty thereof. This is the glory of the fundamental character of Our Empire, and herein also lies the source of Our education.
第 116 頁 - Scholars and men of letters always criticize me for honoring strange knowledge and for being queer and unusual. It is really difficult to understand the minds of some Chinese.13...
第 113 頁 - China too, several great rivers form, by their different branches, a multitude of canals, and by communicating with one another afford an inland navigation much more extensive than that either of the Nile or the Ganges, or perhaps than both of them put together. It is remarkable that neither the antient Egyptians, nor the Indians, nor the Chinese, encouraged foreign commerce, but seem all to have derived their great opulence from this inland navigation.
第 119 頁 - Even minor arts are sure to have their worthwhile aspects, but the gentleman does not take them up because the fear of a man who would go a long way is that he should be bogged down.
第 1 頁 - So it is said that if you know others and know yourself, you will not be imperiled in a hundred battles; if you do not know others but know yourself, you win one and lose one; If you do not know others and do not know yourself, you will be imperiled in every single battle...
第 37 頁 - According to Napoleon and Clausewitz, the secret of a successful strategy is the concentration of fighting power on the main battle grounds; fortunately, owing to good luck and wisdom spawned by necessity, Japan has been able to concentrate its scant capital in strategic industries.1 This bureaucrat presented a glowing but incorrect description of the development of Japanese industrial policy. He falsely left the impression that postwar Japanese officials knew which were "strategic industries" and...

書目資訊