Case A in this two-part series introduces the history of Shui On Land (SOL, the famous real estate developer in Shanghai that developed and operated Xintiandi, or “The New World”), the development process of Shanghai Xintiandi, and the commercial mode of and external environmental changes facing SOL. On this basis, it puts forward the issue to be addressed in the case, which is the succession plan of SOL during an important transition period in 2010. Was it necessary for Lo to retire? Should Shui On become a family business or a non-family business? Should the successor be a professional manager or an internal manager? How could an internal manager be selected as the successor? Case discussions may help students gain a better understanding of leader handover of enterprises, particularly CEO succession in enterprises controlled by the founder. Focusing on Li Jingang, who was appointed as CEO of SOL in early 2011 but resigned in January 2014, Case B offers two explanations for Li’s resignation, and aims to guide students to further reflect on the problems with the process and method of SOL’s CEO selection in 2010.
Keyword
Real Estate Industry
;
Business Model
;
Top Management Team (TMT)
;
Ceo Succession
;
Talent Selection Process
;
Family Business
This book is about how Chinese entrepreneurs deal with China’s most important institution-the government-in their struggle to survive and even prosper in China’s transitional economy. It takes an "inside look" at several private firms in China and provides a first-hand account, as well as the underlying rationale and decision considerations, of their corporate political strategy. The book is based firmly on solid academic research but actually written with both practitioners and scholars in mind. It offers candid and insightful quotes and observations from the owners and executives of China’s private firms with regards to their dealing with the government.
This book advances a typology of corporate political strategies based on the respective motivations of the business (the entrepreneurs and their firms) and the government (the government institutions and individual officials) as well as the modes of their interactions. Eight different types of political strategies by China’s private firms are identified and illustrated with real-life examples, ranging from one-night-stand, situational shopper, good ole friend, patronage seeker, model volunteer, institutional improviser, direct participator, to red hat insider. The book also dissects a living case and traces the development of one particular private firm, from its humble start-up to present day glory, which fittingly illustrates the evolution and dynamics of the various types of political strategies the firm employed at different stages of its growth.
For anyone who wants to understand China’s private firms and the Chinese government, thus be able to deal with them more effectively, this book is a must-read.
Management International Review
, 2008
, 48
(5)
, 603-638
SSCIScopusABDC-A
Abstract
The last two decades have witnessed an unprecedented transfer of Western management education theories and pedagogies into China and most Chinese MBA programs are now being modeled on their Western counterparts.
To gauge the impact of this infusion of Western methods and theories on China's management educational system, we have conducted a narrative analysis of Chinese MBA teaching cases published before and after this transfer.
The holistic approach to management, prevalent in early Chinese MBA cases and typical of traditional Chinese culture, has largely disappeared and Chinese cases now exhibit many of the same weaknesses and deficiencies that have been documented in Harvard Business School cases.
Keyword
Case Method
;
Learning
;
Management Education" Business Schools
;
MBA Cases
;
Narrative Analysis
