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Managing people in China’s foreign trade corporations: Some evidence of change

Research output: Contribution to Journal/Magazine › Comment/debate › peer-review

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Managing people in China’s foreign trade corporations: Some evidence of change. / Brown, David H.; Branine, Mohamed.
In: The International Journal of Human Resource Management, Vol. 6, No. 1, 01.02.1995, p. 159-175.

Research output: Contribution to Journal/Magazine › Comment/debate › peer-review

Harvard

Brown, DH & Branine, M 1995, 'Managing people in China’s foreign trade corporations: Some evidence of change', The International Journal of Human Resource Management, vol. 6, no. 1, pp. 159-175. https://doi.org/10.1080/09585199500000008

APA

Brown, D. H., & Branine, M. (1995). Managing people in China’s foreign trade corporations: Some evidence of change. The International Journal of Human Resource Management, 6(1), 159-175. https://doi.org/10.1080/09585199500000008

Vancouver

Brown DH, Branine M. Managing people in China’s foreign trade corporations: Some evidence of change. The International Journal of Human Resource Management. 1995 Feb 1;6(1):159-175. doi: 10.1080/09585199500000008

Author

Brown, David H. ; Branine, Mohamed. / Managing people in China’s foreign trade corporations : Some evidence of change. In: The International Journal of Human Resource Management. 1995 ; Vol. 6, No. 1. pp. 159-175.

Bibtex

@article{977b48cbc35a4cc89ac6570b45a487b9,
title = "Managing people in China{\textquoteright}s foreign trade corporations: Some evidence of change",
abstract = "Within the state sector the Foreign Trade Corporation (FTCs) have been at the forefront of changes arising out of China{\textquoteright}s ' {\textquoteleft}open door{\textquoteright} policy. The FTCs have had to cope with deregulation, changes in scope and increased internal competition. Such pressures have brought about changes in personnel and management practices and have led to an interest in Western HRM. Recent evidence about such changes has been drawn from eighteen projects undertaken by the FTCs and reported within a major UN-funded management development programme. The research confirms increased emphasis in the FTCs on strategic awareness, individuality and flexibility; in two areas, however, namely workers{\textquoteright} representation and empowerment of line managers, there was no evidence of significant change in Chinese practices. These developments in the FTCs, while far from being widespread throughout China{\textquoteright}s state-owned enterprises, may well be a pointer to emerging personnel management practice.",
keywords = "China, Foreign Trade Corporation, human resource management, management, personnel",
author = "Brown, {David H.} and Mohamed Branine",
year = "1995",
month = feb,
day = "1",
doi = "10.1080/09585199500000008",
language = "English",
volume = "6",
pages = "159--175",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "1",

}

RIS

TY - JOUR

T1 - Managing people in China’s foreign trade corporations

T2 - Some evidence of change

AU - Brown, David H.

AU - Branine, Mohamed

PY - 1995/2/1

Y1 - 1995/2/1

N2 - Within the state sector the Foreign Trade Corporation (FTCs) have been at the forefront of changes arising out of China’s ' ‘open door’ policy. The FTCs have had to cope with deregulation, changes in scope and increased internal competition. Such pressures have brought about changes in personnel and management practices and have led to an interest in Western HRM. Recent evidence about such changes has been drawn from eighteen projects undertaken by the FTCs and reported within a major UN-funded management development programme. The research confirms increased emphasis in the FTCs on strategic awareness, individuality and flexibility; in two areas, however, namely workers’ representation and empowerment of line managers, there was no evidence of significant change in Chinese practices. These developments in the FTCs, while far from being widespread throughout China’s state-owned enterprises, may well be a pointer to emerging personnel management practice.

AB - Within the state sector the Foreign Trade Corporation (FTCs) have been at the forefront of changes arising out of China’s ' ‘open door’ policy. The FTCs have had to cope with deregulation, changes in scope and increased internal competition. Such pressures have brought about changes in personnel and management practices and have led to an interest in Western HRM. Recent evidence about such changes has been drawn from eighteen projects undertaken by the FTCs and reported within a major UN-funded management development programme. The research confirms increased emphasis in the FTCs on strategic awareness, individuality and flexibility; in two areas, however, namely workers’ representation and empowerment of line managers, there was no evidence of significant change in Chinese practices. These developments in the FTCs, while far from being widespread throughout China’s state-owned enterprises, may well be a pointer to emerging personnel management practice.

KW - China

KW - Foreign Trade Corporation

KW - human resource management

KW - management

KW - personnel

U2 - 10.1080/09585199500000008

DO - 10.1080/09585199500000008

M3 - Comment/debate

AN - SCOPUS:84972978120

VL - 6

SP - 159

EP - 175

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 1

ER -