Asserts that foreign multinational corporations (MNCs) investing in or expanding business operations in China, South and Southeast Asia often find themselves sparring with local business groups. Draws on research and experiences with firms in the region in order to enhance understandings of competitive dealings with two business networks that dominate the Southeast Asian economies ‐ the Overseas Chinese and the Overseas Indians, collectively referred to as “the Networks”. Measures the sparring rings in Asia through the historical conditions that contributed to the Networks’ fighting stances and to Asian business environments. Proceeds to place the two Asian competitors under the spotlight by highlighting cultural differences between the Networks. Predicts the Networks’ movements by elaborating on their unique management and strategic decision‐making styles and discusses, finally, the implications of the Networks’ business practices for MNCs’ strategies and organizational restructuring in the Asian arena.
Haley, G. and Haley, U. (1998), "Boxing with shadows: competing effectively with the Overseas Chinese and Overseas Indian business networks in the Asian arena", Journal of Organizational Change Management, Vol. 11 No. 4, pp. 301-320. https://doi.org/10.1108/09534819810225878Download as .RIS
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