In the past three decades, China's economy has maintained rapid growth.
Corporations in China, both state-owned and private ones, face the “going out”
issue. Today, China's position in the world economy continuously rises. Its
participation is turning into a comprehensive, wide-area and high level form. It is
urgent for Chinese managers to find their own way to take new role in the global
competition. To China, transnational management is a relatively new topic. There is
a wealth of foreign experiences, but it is a complex problem for Chinese managers
- to promote and make application of China's own business philosophy,
- to demonstrate China’s management characteristics,
- And to deal with inter-cultural understanding and integration issues.
In our era, fulfillment of social responsibility draws public attention both in
domestic and international community, and is an evaluation criterion for an
enterprise. Nevertheless, Chinese enterprises are lack of knowledge of their social
responsibility. In the process of transnational business, due to the neglect of
corporate image building, Chinese corporations often fail in following standards set
by the local government, leave local people bad impression and even hurt the
feelings of the host country staff. These problems lead to business failure. In this
paper we will analyze China's domestic and international business cases in recent
years. We will find out some of the business ideas, foreign business mode, and
fulfillment of social responsibility, as well as cultural exchange with the local
public from the cases. We hope to gain experience and lessons that can inspire
Chinese managers. We will also discover some solutions and guidance from the
[Essay published in the context of the fourth CSR paper Competition,
organized by the Center of International Business Ethics CIBE, Bejing, China, in 2010.]
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