Jan Selmer is Professor in the Department of Management at Hong Kong Baptist University. He has published widely on issues of cross-cultural management and is an active consultant in cross-cultural training for international managers of international corporations.

• Chapter 1 Introduction, Jan Selmer; Part 1 Partnership management; Chapter 2 Conflicts in Sino-European joint ventures, Guolie Zhu, Mark W. Speece, Stella L.M. So; Chapter 3 Team conflict management, Zhong-Ming Wang; Chapter 4 Learning modes in international joint ventures in China, Niklas Lindholm; Chapter 5 Building trust for successful partnership in China, Elizabeth Li; Chapter 6 Future Sino-Western strategic partnership, Chiang-nan Chao, Robert J. Mockler, Dorothy G. Dologite; Part 2 Human resource management; Chapter 7 Human resource management practices in international joint ventures versus state-owned nterprises in China, Malcolm Warner; Chapter 8 Recruitment and retention of managerial staff in China, Robert McEllister; Chapter 9 Performance appraisal in China, Cherrie J. Zhu, Peter J. Dowling; Chapter 10 Reward systems for local staff in China, Vivienne W.M. Luk, Randy K. Chiu; Chapter 11 Strategic human resource management: expatriate managers in China, Jan Selmer; Part 3 Managing communication, cooperation and negotiation; Chapter 12 Effective management communication for China, William B. Chapel; Chapter 13 Interpersonal cooperation in Western subsidiaries in China, Verner D. Worm; Chapter 14 Confucian connections in China, Rosalie L. Tung, Irene Y.M. Yeung; Chapter 15 Chinese and Western negotiator stereotypes, Gilbert Y.Y. Wong, Raymond J. Stone; Chapter 16 Chinese negotiation strategies and Western counter-strategies, Carolyn Blackman; Chapter 17 Sino-Japanese negotiations in China, Mantaka Kanayama; Chapter 18 Conclusions: current issues and emerging trends, Jan Selmer;

Jan Selmer is Professor in the Department of Management at Hong Kong Baptist University. He has published widely on issues of cross-cultural management and is an active consultant in cross-cultural training for international managers of international corporations.

• Chapter 1 Introduction, Jan Selmer; Part 1 Partnership management; Chapter 2 Conflicts in Sino-European joint ventures, Guolie Zhu, Mark W. Speece, Stella L.M. So; Chapter 3 Team conflict management, Zhong-Ming Wang; Chapter 4 Learning modes in international joint ventures in China, Niklas Lindholm; Chapter 5 Building trust for successful partnership in China, Elizabeth Li; Chapter 6 Future Sino-Western strategic partnership, Chiang-nan Chao, Robert J. Mockler, Dorothy G. Dologite; Part 2 Human resource management; Chapter 7 Human resource management practices in international joint ventures versus state-owned nterprises in China, Malcolm Warner; Chapter 8 Recruitment and retention of managerial staff in China, Robert McEllister; Chapter 9 Performance appraisal in China, Cherrie J. Zhu, Peter J. Dowling; Chapter 10 Reward systems for local staff in China, Vivienne W.M. Luk, Randy K. Chiu; Chapter 11 Strategic human resource management: expatriate managers in China, Jan Selmer; Part 3 Managing communication, cooperation and negotiation; Chapter 12 Effective management communication for China, William B. Chapel; Chapter 13 Interpersonal cooperation in Western subsidiaries in China, Verner D. Worm; Chapter 14 Confucian connections in China, Rosalie L. Tung, Irene Y.M. Yeung; Chapter 15 Chinese and Western negotiator stereotypes, Gilbert Y.Y. Wong, Raymond J. Stone; Chapter 16 Chinese negotiation strategies and Western counter-strategies, Carolyn Blackman; Chapter 17 Sino-Japanese negotiations in China, Mantaka Kanayama; Chapter 18 Conclusions: current issues and emerging trends, Jan Selmer;

Jan Selmer is Professor in the Department of Management at Hong Kong Baptist University. He has published widely on issues of cross-cultural management and is an active consultant in cross-cultural training for international managers of international corporations.

• Chapter 1 Introduction, Jan Selmer; Part 1 Partnership management; Chapter 2 Conflicts in Sino-European joint ventures, Guolie Zhu, Mark W. Speece, Stella L.M. So; Chapter 3 Team conflict management, Zhong-Ming Wang; Chapter 4 Learning modes in international joint ventures in China, Niklas Lindholm; Chapter 5 Building trust for successful partnership in China, Elizabeth Li; Chapter 6 Future Sino-Western strategic partnership, Chiang-nan Chao, Robert J. Mockler, Dorothy G. Dologite; Part 2 Human resource management; Chapter 7 Human resource management practices in international joint ventures versus state-owned nterprises in China, Malcolm Warner; Chapter 8 Recruitment and retention of managerial staff in China, Robert McEllister; Chapter 9 Performance appraisal in China, Cherrie J. Zhu, Peter J. Dowling; Chapter 10 Reward systems for local staff in China, Vivienne W.M. Luk, Randy K. Chiu; Chapter 11 Strategic human resource management: expatriate managers in China, Jan Selmer; Part 3 Managing communication, cooperation and negotiation; Chapter 12 Effective management communication for China, William B. Chapel; Chapter 13 Interpersonal cooperation in Western subsidiaries in China, Verner D. Worm; Chapter 14 Confucian connections in China, Rosalie L. Tung, Irene Y.M. Yeung; Chapter 15 Chinese and Western negotiator stereotypes, Gilbert Y.Y. Wong, Raymond J. Stone; Chapter 16 Chinese negotiation strategies and Western counter-strategies, Carolyn Blackman; Chapter 17 Sino-Japanese negotiations in China, Mantaka Kanayama; Chapter 18 Conclusions: current issues and emerging trends, Jan Selmer;