scholarly journals Corporate Ethics: China vs. USA

2011 ◽  
Vol 6 (2) ◽  
Author(s):  
Peng S. Chan ◽  
Dennis Pollard ◽  
Shirley Chuo
Keyword(s):  
Business Leaders ◽  
Corporate Ethics ◽  
Chinese Market ◽  
Human Relationships ◽  
Cultural Perspectives ◽  
Chinese Business ◽  
Child Policy ◽  
Self Interest ◽  
Major Argument ◽  
Business Exchange

Fairness is one of the basic aspects of business exchange. Ethics are principles used to establish fairness. This study will look at background and origins for different American and Chinese ethical beliefs. It is important for U.S. and Chinese firms to understand each others cultural perspectives, especially as the Chinese market opens up. Methods to resolve ethical conflict will be reviewed. Business agents from both cultures can relate and deal with each other if they have the knowledge, skills, and patience to do so. This study builds on prior research that suggests that younger Chinese are more concerned with profit than with abiding by regulations or adhering to corporate ethics. The major argument of this study is that future Chinese business leaders, born after Chinas one-child policy was implemented in 1979, will be primarily concerned with self-interest and making decisions that will benefit them individually. Guanxi (interpersonal connections or human relationships), corporate ethics and social responsibility (CESR) beliefs will be reduced in importance and influence. American managers should incorporate this information when formulating a China strategy.

EYE ON CHINA

2014 ◽  
Vol 18 (02) ◽  
pp. 21-29
Keyword(s):  
Joint Venture ◽  
Green Energy ◽  
Business Leaders ◽  
Antibody Treatment ◽  
Chinese Business ◽  
Scientific Corporation ◽  
Peking University ◽  
Business In China ◽  
New Research

Hepalink signs agreement to acquire Scientific Protein Laboratories. Yasheng Group joint venture with IBC International LLC to form Angel Star Nutrition LLC. Zynex signs distribution agreement for China market. Tao Li of China Green Agriculture, receives the honor of “Future Chinese Business Leaders”. Yingli Green Energy enters joint venture with Datong Coal Mine Group. Elekta wins public tender to deliver cancer care solutions to China. Stellar Biotechnologies Announces Collaboration with Amaran Biotechnology, Inc. TaiGen Biotechnology signed exclusive license agreement with R-Pharm for nemonoxacin (Taigexyn). Eddingpharm acquires global rights to oncology assets, including Telatinib, from ACT Biotech. BioLineRx and JHL Biotech to collaborate on Type 1 diabetes antibody treatment. Bayer and Peking University establish new research center for translational research and drug discovery in Beijing. Microport Scientific Corporation and Sorin Group sign joint venture agreement for cardiac rhythm management business in China. Epigenomics signs licensing and supply agreement with Kindstar for Epi proLung in China. Abcam to open office in Shanghai, China.

scholarly journals Ethics Codes Of The Hungarian Top 200 Companies

2016 ◽  
Vol 12 (13) ◽  
pp. 402 ◽  
Author(s):  
Krisztina Szeged ◽  
Roland Szilágyi
Keyword(s):  
Corporate Responsibility ◽  
Code Of Ethics ◽  
Codes Of Ethics ◽  
Transitional Economies ◽  
Business Leaders ◽  
Corporate Ethics ◽  
Work Team ◽  
Ethics Codes ◽  
Ethical Commitment ◽  
Current Article

The aim of this current article is to summarize the statements regarding the code of ethics examined in the empirical research of the Hungarian TOP 200 corporate ethics institution system. This study was conducted by the Ethics and Transparency work team of the Hungarian Business Leaders Forum. The research indicates that in Hungary, similar to transitional economies, the codes of ethics are also undeveloped. The main purposes of introducing the code of ethics include providing guidelines for employees, declaring ethical commitment, and the development of company’s culture. Based on the topics, emphasis is laid on protecting the interests of the companies. However, improving competitiveness and meeting the expectations of stakeholders plays an insignificant role. The practice of the code of ethics in the Hungarian large companies contradicts the global tendency that the codes are more and more comprehensive. Thus, they contain several objectives that define corporate responsibility, and they not only focus on the do's and don’ts of employees.

Chinese Business Databases

1994 ◽  
Vol 10 (3) ◽  
pp. 63-69 ◽  
Author(s):  
Jo Drew
Keyword(s):  
Chinese Market ◽  
Chinese Business ◽  
Business Information

This review aims to identify Chinese business information databases which have recently been produced to provide up-to-date information for companies wishing to enter or expand their presence in the Chinese market.

scholarly journals Big Business and Cadre Management in China

2021 ◽  
Vol 39 (2) ◽  
pp. 53-76
Author(s):  
Kjeld Erik Brødsgaard ◽  
Kasper Ingeman Beck
Keyword(s):  
Political System ◽  
Executive Leadership ◽  
Career Pathways ◽  
Business Leaders ◽  
Big Business ◽  
Party Government ◽  
Political World ◽  
Chinese Business ◽  
Iron Triangle ◽  
Leading Cadres

Leading cadres in China are subject to rotation. An interesting form of rotation takes place between big business and the political world. That means one fifth of China’s governors and vice governors have a business background as heads of one of China’s large State-Owned Enterprises (SOEs). How this takes place and which qualifications the involved business leaders possess are shrouded in mystery. Based on prosopographical studies of Chinese business leaders who have participated in the Chinese Executive Leadership Program (CELP), this article attempts to open the black box. The study examines the career pathways of CELP participants in Party, government and business positions. The study shows that 84 of the 261 CELP SOE participants (2005-2018) were subsequently promoted, and 20 of these promotions were from SOEs to leading Party and government positions. In some cases, former business leaders became Party secretaries in important provinces or ministers in key ministries. The article also argues that Chinese business leaders have managed to keep their administrative ranking in the Chinese nomenklatura system. In fact, Chinese business leaders are quasi officials (zhun guan) and form an important recruitment base for leadership renewal. As such, the article suggests that the rotation of cadres within the ‘Iron Triangle’ of Party–government–business constitutes the main unifying and stabilising factor in the Chinese political system.

Individualism, Civic Virtue, and Gender in America

1990 ◽  
Vol 4 ◽  
pp. 46-81
Author(s):  
Mark E. Kann
Keyword(s):  
Economic Growth ◽  
Public Policy ◽  
Civic Virtue ◽  
Business Leaders ◽  
Individual Rights ◽  
Democratic Government ◽  
American Life ◽  
Self Interest ◽  
And Gender ◽  
Individual Self

Individualism is a powerful symbol of American life. We treasure individual rights to speak our minds, choose our values, seek our goals, and achieve self-fulfillment. We believe individual self-interest is the foundation of economic growth and prosperity. We treat individual suffrage as the definitive characteristic of democratic government. In a sense, individualism is the lifeblood of an American dream that flows to our children, circulates among immigrants, and courses through the rhetoric of public policy. American historians record its genealogy and sociologists diagnose its effects while business leaders prescribe more of it and politicians praise it. Even critics are obsessed with it. They tell us that individualism has infected the habits of our hearts and forced the closing of our minds.

Not Politicians but Sound Businessmen: Norton Company and the Third Reich

1988 ◽  
Vol 62 (3) ◽  
pp. 444-466 ◽  
Author(s):  
Charles Cheape
Keyword(s):  
Third Reich ◽  
Business Leaders ◽  
Complex Pattern ◽  
Big Business ◽  
The Third ◽  
Long Run ◽  
Self Interest ◽  
The Third Reich

The lengthy dispute about the role of big business in Hitler's Third Reich has generally portrayed business leaders either as instigators or as victims. The experience of Norton Company, an American multinational in Germany between 1933 and 1945, fits neither role. In this article, Professor Cheape demonstrates that Norton's German and American managers acted as outsiders compelled to play a part for their firm's long–run self–interest. As a result, Norton executives variously cooperated with, ignored, or violated Nazi policies, presenting a richer and more complex pattern of behavior than is usually pictured.

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