This brand new guide book is a comprehensive overview of establishing joint ventures in China. It details all applicable decision making processes such as assessing your potential partner, choosing the relevant JV structure, conducting legal and financial due diligence. The guide contains complete JV contract and articles of association as well as an overview of JV law, details negotiation issues, land use rights, IP Protection and technology transfer, in addition to tips on staff hiring and HR. It also describes the tax and audit responsibilities in addition to buying out a JV partner and liquidations. It is a concise, detailed yet pragmatic guide of use to anyone considering or owning a JV in China.

When Chinese leaders announced in late 1978 that China would "open to the outside world," they embarked on a strategy for attracting private foreign capital to spur economic development. At the same time, they were concerned about possible negative repercussions of this policy. Margaret Pearson examines government efforts to control the terms of foreign investment between 1979 and 1988 and, more broadly, the abilities of socialist states in general to establish the terms of their own participation in the world economy. Drawing on interviews with Chinese and foreigners involved in joint ventures, Pearson focuses on the years from 1979 through 1988, but she also comments on the fate of the "open" policy following the economic retrenchment and political upheavals of the late 1980s. "Since the policy of `opening' was launched in Beijing in 1979 some Chinese leaders have favoured foreign investment, while others have feared that it would carry ideas and institutions that would corrupt Chinese socialism. This study of Chinese policies toward foreign-invested enterprises (FIFs) during the 1980s broadly charts significant changes in the impact of these competing views on policy. . . . Pearson's overview and analysis provide thought-provoking perspectives. . . . Pearson furnishes excellent evidence that throughout the 1980s the pressure for reform was so great that the conservatives had to retreat repeatedly, despite their concerns about the decline of collectivist values and the Maoist dream."--Stanley Lubman, The China Quarterly

Handbook for Australian business persons which discusses joint business ventures and investments in China. Describes preparations, negotiations and procedures for company and business registrations in China. Outlines strategies for overcoming obstacles in cross-culture business. Provides many useful checklists, draft letters and a glossary in the appendices. The author is chairman and managing director of a marine engineering company and lives and works in China. In 1991 he commenced negotiating a joint venture in China and completed negotiations a year later.

Inhaltsangabe:Abstract: Since the reforms of 1979, the People`s Republic of China`s (PRC) economy has experienced significant growth. There is no doubt that this economic expansion has been a direct result of the opening up of Chinese companies to foreign investors. The number of sino-foreign joint-ventures, which are by the way a privileged form of investment granted by the Chinese government, has been increasing rapidly. According to Chinese statistics, at the end of 1998, Chinese-foreign joint-ventures represented approximately two thirds of about 300 000 foreign investment projects that were approved by Chinese authorities. In fact, among the developing countries, China is currently the one which attracts the most western investments. Joining the World Trade Organization (WTO) in 2001, China pushed this development even further and while other countries were fighting a recession at the same time, it was able to sustain a growth of 7.8% regarding the Gross Domestic Product (GDP), 14.1% with respect to exports and 10.4% regarding imports. Consequently there is steady interest of foreign companies to form joint-ventures in the People's Republic of China. But whereas in the 1980ies mostly the huge corporations where entering this market, nowadays more and more midsized companies, for instance from Germany, are forming joint-ventures too. From the region Mittelfranken for example 320 businesses have developed ties with the People s Republic a plus of 60% from 1996. Many foreign firms are considering entering joint-ventures in China because this seems to offer the most attractive method for gaining access to the huge potential of the labour pool and market of China. Nonetheless, there are many warnings about the problems that have to be faced in order to establish a joint-venture in China. Chief among these is the problem of differing management styles between Foreign and Chinese partners. Very little accurate information is available about Sino-Foreign joint-ventures. An example is the wide disparity in the reports of the numbers of Sino-German joint-ventures. It is not surprising, therefore, that the majority of research studies have focused on identifying the number and the internal structures of these joint-ventures rather than on the practical problems of managing these businesses effectively. Beyond problems of identifying active ventures, research on Chinese-German joint-ventures is hampered by other difficulties: collecting data that [...]

Corporate governance, namely the relationship between the ownership and control of firms, takes on new dimensions in the case of international joint ventures operating in the special context of China. The present study contributes a new examination of this relationship, firstly through its conceptual refinement, and secondly through original empirical research. It develops the concept of ownership as suited to joint ventures, in which account is taken of non-capital resourcing by foreign and Chinese partners.

The last twenty years have seen dramatic changes in China as the country has moved from a centrally controlled communist state to a socialist market economy. A major contribution to this process has been the development, design and construction of projects for foreign investment joint venture companies to provide the buildings and infrastructure needed for modernisation of the economy. The foreign investor will often require overseas designers, specialist contractors and suppliers to work in conjunction with local organisations on these projects. To operate effectively with the local industry, foreign organisations will have to develop an understanding of the background to the construction industry in China and familiarise themselves with the local construction process. This book aims to help foreign contributors to China's continuing economic development to gain a basic knowledge of these matters by presenting a broad picture of building in China and the system within which they will operate. More specifically, it looks at how a foreign party to a joint venture in China should go about the business of commissioning, designing and constructing their buildings.