Multinational Corporation in China

Before becoming an academic, Stephen Rudman spent 20 years in business, as Vice President of a publicly-quoted manufacturer, general counsel for the motor carrier subsidiary of a major US railroad, international tax attorney for a major multinational bank, and senior counsel for a major international container shipping company. He has lectured at the Haas School of Business, the University of California at Berkeley and is currently Assistant Professor in the International Business Department at San Francisco State University.

"A thorough, in-depth analysis of the multinational experience in China; strikes the right balance between theory and practice." Oded Shenkar, The Ohio State University"I have found Stephen Todd Rudman's Controlling Interests to be a fascinating study of the problems and possibilities of achieving effective coordination and control of multinational corporate subsidiaries located in China. Given the rapidly expanding importance of China based enterprise to our global political economy, this book based on in-depth case studies of the interactions between MNCs and their Chinese affiliates provides critical insights for managers and scholars alike which will enable them better to understand the complexities of operating in thetwenty-first century 'Middle Kingdom'." Edwin M. Epstein, University of California, Berkeley “Professor Rudman has written the definitive guide to understanding the Chinese business environment and its complex management practices. Well written, thoroughly researched and supported by actual cases, this is an essential resource for any executive doing business in China and with China.” Michael A. Mische, University of Southern California

• Acknowledgments. INTRODUCTION.Part I: Theory and Context.1 Control and Coordination within Multinational Corporations: The undeveloped state of theory.2 Multinational Corporations in China: The institutional context.Part II: The Cases.3 “According to Plan”: Control and coordination through the discipline of planning in an American multinational corporation in China.4 “Control and Coordination through Goals”: The role of a paramount corporate goal in managing an American multinational corporation in China.5 “Global Replication”: Coordination through the discipline of replication of organizational processes in an American multinational corporation in China.6 “The Genetics of an Operating System”: Control and coordination through the transmission of shared management processes in an American multinational corporation in China.Part III: Comparison and Analysis across the Cases.7 Cross-Case Comparison Summary.8 Setting Goals, Selecting Strategies, and Adopting Organizational Forms.9 Controlling and Coordinating People: Human resources management policies and practices.10 Control and Coordination of Money and Factories: Finance and manufacturing.11 Control and Coordination of Responses to China’s Institutional Environments.Conclusion: Informing the Theory and Practice of Control and Coordination in the Multinational Corporation.Notes.References.Index.