The Response

Peter Nolan
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Peter Nolan: University of Cambridge

Chapter 13 in China and the Global Business Revolution, 2001, pp 839-896 from Palgrave Macmillan

Abstract: Abstract The case studies presented in the main body of this book have analyzed the ways in which in different sectors China’s policy makers and managers have attempted to build large firms that can challenge the global giants. In the course of two decades of struggle, China’s large enterprises have changed substantially, gradually undertaking evolutionary institutional change in key aspects of their business organization (Nolan and Wang, 1998). During the same period, the world’s leading businesses have undergone high-speed revolutionary transformation. As the epoch of the ‘global level playing field’ moves ever closer, it becomes increasingly necessary for China’s reforming large enterprises to benchmark themselves realistically against the global giants. The historic agreement of 15 November 1999 between the USA and China on China’s accession to the WTO, makes that task even more urgent.

Keywords: Chief Executive Officer; Industrial Policy; Advanced Economy; High Quality Steel; National Champion (search for similar items in EconPapers)
Date: 2001
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-52410-1_13

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DOI: 10.1057/9780230524101_13

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