Help
CEOExpress Home | News Center | Contact Us
  McKinsey Quarterly

 
Industries
Automotive
Energy, Resources, Materials
Financial Services
Food & Agriculture
Health Care
High Tech
Media & Entertainment
Nonprofit
Public Sector
Retail
Telecommunications
Transportation
Function
Corporate Finance
Economic Studies
Governance
Information Technology
Marketing
Operations
Organization
Strategy
Search Articles:

All of these words Any of these words
Summary
Please note: The McKinsey Quarterly has agreed to a special arrangement for CEOExpress members that allows member access to their articles. Articles must be clicked on directly through the links below to gain access to this group of articles.
How corporate China is evolving
  • In the past, most Chinese companies fell into one of three categories: state-owned enterprises, joint ventures between Chinese and foreign businesses, or wholly owned foreign enterprises. But years of rapid economic growth are redrawing the landscape. State-owned enterprises remain, although this category is changing. Meanwhile, three other kinds of competitors are developing: globalizers, “restless adolescents” aspiring to a bigger global presence, and innovators and entrepreneurs. To be sure, many of China’s most dynamic, competitive companies retain vestiges of state ownership.
  • Global executives will need a better understanding of Chinese competitors, suppliers, and business partners no matter where they fall along the ownership spectrum—from wholly private sector to wholly government owned. A sidebar addresses the mind-set of the executives who run these evolving Chinese companies.
      


    Articles provided by The McKinsey Quarterly
    © 1992-2003 McKinsey & Company, Inc

  •  

    Copyright ©1999-2024 CEOExpress Company LLC.