scholarly journals A CASE STUDY OF ORGANISATIONAL CULTURE AND IDEOLOGICAL ISSUES IN A JOINT VENTURE IN CHINA

2001 ◽  
Vol 09 (03) ◽  
pp. 313-330 ◽  
Author(s):  
XIAOLI JIANG
Keyword(s):  
Market Economy ◽  
Chinese Culture ◽  
Joint Venture ◽  
Organisational Culture ◽  
State Owned Enterprise ◽  
Financial Losses

This study utilises interviews to investigate issues within a joint venture (JV) in China. The findings demonstrate that the organisational culture of this JV was dominated by its former state-owned enterprise (SOE) culture. The culture was influenced by Chinese culture, particularly by Maoist ideology. This organisational culture appeared not to be compatible with the liberalist ideology of the capitalist market economy. This incompatibility had contributed to management difficulties and financial losses for the JV. Discontent existed between the Chinese staff/workers and Western expatriates. Changing the organisational culture by changing staff may assist the JV to survive in the market economy.

Empirical Study of Trust in Chinese Organizations: Joint Venture versus State-Owned Enterprise

2015 ◽  
Vol 23 (02) ◽  
pp. 139-166 ◽  
Author(s):  
Tingting He ◽  
Paul R. Jackson
Keyword(s):  
Cultural Values ◽  
Chinese Culture ◽  
Joint Venture ◽  
Interpersonal Trust ◽  
Entrepreneurship Research ◽  
Individual Level ◽  
State Owned Enterprise ◽  
Chinese Cultural Values ◽  
Dispositional Trust ◽  
The Relationship

Culture offers an important setting for entrepreneurship to grow, and trust is critical for entrepreneurship to thrive. In recent years, there has been debate whether Chinese culture facilitates or hinders entrepreneurship; there has also been a call for empirical investigation of trust in entrepreneurship research. Our paper investigates the relationship between Chinese cultural values and two kinds of trust, in two different enterprises as two subcultures in China. The two kinds of trust are dispositional trust and interpersonal trust; and the two enterprises are a joint venture and a state-owned enterprise. We composed questionnaire from established work about trust and cultural values, ran survey research on 226 employees in the two organizations in China, and analyzed the survey data by descriptive statistics, factor analysis, correlations, and MANOVA. We found that dispositional trust and interpersonal trust are different at individual level; Chinese cultural values correlate significantly with both dispositional trust and interpersonal trust, and positively correlate to both kinds of trust. Employees in the state-owned enterprise held higher level of Chinese cultural values but had lower level of interpersonal trust, which suggests potential problems in its management. Our study is one of the recent studies that separately measure dispositional trust and interpersonal trust, and our findings across two different types of organizations have practical implications for entrepreneurship research in China. Our study is also one of the recent studies that find Chinese cultural values may benefit trust in enterprises, although some earlier studies suggested the opposite.

Heineken's Acquisition of Asia Pacific Breweries: Accounting for Business Combinations and Changes in Ownership Interests

2017 ◽  
Vol 32 (4) ◽  
pp. 101-127 ◽  
Author(s):  
Pearl Tan ◽  
Chu-Yeong Lim
Keyword(s):  
Market Share ◽  
Joint Venture ◽  
Interesting Case ◽  
Asia Pacific ◽  
Joint Control ◽  
Business Combinations ◽  
Final Offer ◽  
Control Premium ◽  
Joint Venture Partner

ABSTRACT On July 20, 2012, Heineken, a Dutch brewery offered S$5.125 billion (Singapore dollars; approximately US$4.1 billion) to buy Asia Pacific Breweries Ltd (APB; formerly, Malayan Breweries Limited) from its Singapore-based joint venture partner, Fraser and Neave, Limited. (F&N). At that point, Heineken and F&N had joint control over APB through the joint venture vehicle Asia Pacific Investments Pte Ltd (APIPL). Brewery business under the joint arrangement had moved on quite predictably from the time APB was formed in 1931. However, the calm changed to high drama when Thai Beverage, owned by one of Thailand's tycoons, made a bid for F&N and APB. Heineken was quick to respond by aggressively buying shares of APB, leading to a large control premium being paid in the final offer price. The bidding war was largely motivated by the Dutch and Thai beer giants, each wanting to own the iconic Tiger beer brand that was owned by APB and thus take control of APB's strong market share in the fast-growing market of Asia. The Heineken bid for APB presents an interesting case study regarding the motivations for acquisitions, the nature of control, and accounting for acquisitions. The case also presents rich issues in accounting for changes in ownership interests with and without gain of control.

Buying with You, Selling with You, Praying with You

2017 ◽  
Author(s):  
Stefania Tutino
Keyword(s):  
Market Economy ◽  
Catholic Church ◽  
Social Economic ◽  
Catholic Theology ◽  
Religious Traditions ◽  
Social Views ◽  
Cultural Reality ◽  
The Relationship

This chapter presents a second case study showing another concrete example of the issues to which probabilism was applied. Like the previous chapter, this chapter puts the theoretical and theological discussions on probabilism into the concrete social, economic, and cultural reality of the post-Reformation Catholic Church. This chapter explores the relationship between Catholic theology and money lending by examining the key role that probabilism played in helping theologians to maintain the traditional Catholic ban on usury while at the same time engaging with the burgeoning money-market economy and with other religious traditions with different doctrinal and social views on money, such as Judaism.

Rethinking crisis dynamics from the perspective of online publics: A case study of Dolce & Gabbana’s China crisis

2021 ◽  
pp. 2046147X2110268
Author(s):  
Zhuo Ban ◽  
Alessandro Lovari
Keyword(s):  
Public Relations ◽  
Public Sphere ◽  
Crisis Communication ◽  
Chinese Culture ◽  
Communication Strategies ◽  
Interactive Process ◽  
Communicative Behavior ◽  
Media Channels ◽  
Chinese Public

On November 18, 2018, the Italian fashion house Dolce & Gabbana (D&G) released a controversial video on all their social media channels. The video triggered an instant outcry from the general Chinese public, who called the video a racist caricature of Chinese culture. D&G responded to the crisis with several image repair strategies. This study examines D&G’s crisis communication efforts in the wake of this incident. Departing from corporate-oriented perspectives prevalent in the field of public relations, this study employs a dynamic, public-oriented view of crisis communication, which focuses on the dynamic, interactive process of crisis development from the standpoint of the publics. By analyzing communicative behavior on Twitter (an increasingly influential alternative public sphere in China) and in particular, comments and responses toward the crisis communication strategies employed by D&G, we have identified four prominent themes, or ways that publics framed their key messages against the corporation: “Apology not enough”; “Apology done badly”; “Call to unite against D&G”; and “Sarcasm, mockery, and abuse.” And they can be interpreted as a number of crisis communication strategies of the global, online publics. Based on our analysis of the D&G case, we discuss the theoretical implications of a dynamic, public-oriented perspective (DPOP) on crisis communication, highlighting its key areas of difference from the corporate-oriented perspective (COP).

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