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Bureaucratic power – the power derived from the formal authority of the bureaucratic organization – has become a central organizing mechanism in modern societies. In this study, we develop theoretical arguments to identify institutional sources as well as limitations of bureaucratic power. We argue that the very institutional sources of bureaucratic power also cultivate the countervailing forces that set limit to the exercise of bureaucratic power in formal organizations. These arguments and considerations are illustrated in two case studies of the “inspection and appraisal” processes in the Chinese bureaucracy. Our study raises issues about organizational isomorphism and calls for a closer look at the behavioral patterns in organizational processes.

Guanxi is the foundation of Chinese business negotiations. The paper explains the meaning of Guanxi and uses it to differentiate between the characteristics of Chinese and Western negotiations in the marketing context. Guanxi is a characteristic of Chinese culture and provides a starting point for understanding the Chinese negotiating style. Western cultures have inherently different characteristics. As culture is so important in the negotiation process, the paper also reviews the five dimensions of culture as outlined by Hofstede (1991) and places these in the Chinese context.

To examine the nature of Chinese business negotiating style in Sino‐Western business negotiations in business‐to‐business markets involving large industrial projects from a social cultural point of view.

A conceptual approach developed from personal interviews.

This study reveals that the Chinese negotiator does not possess an absolute negotiating style but rather embraces a mixture of different roles together: “Maoist bureaucrat in learning”, “Confucian gentleman”, and “Sun Tzu‐like strategist”. The Chinese negotiating strategy is essentially a combination of cooperation and competition (termed as the “coop‐comp” negotiation strategy in this study). Trust is the ultimate indicator of Chinese negotiating propensities and role choices.

The focus of this study is on Chinese negotiating style shown in large B2B negotiations with Chinese SOEs.

Differing from most other studies on Chinese negotiating style which tend to depict the Chinese negotiator as either sincere or deceptive, this study points out that there exists an intrinsic paradox in Chinese negotiating style which reflects the Yin Yang thinking. The Chinese negotiator has a cultural capacity to negotiate both sincerely and deceptively and he/she changes coping strategies according to situation and context, all depending on the level of trust between negotiating partners.

The purpose of this article is to highlight the importance of proper planning when negotiating with Chinese business professionals. The paper emphasizes face-to-face interaction more so than internet negotiations since relationship building is very important for Chinese negotiators.

This paper used academic literature and book publications to glean the best practices for Chinese negotiation practices. Both face-to-face and cyberspace negotiation strategies are explored.

It appears that these Chinese professionals initially focus on relationship and trust building before making any major deals. As such, traditional means of negotiations are preferred. Also, it should be noted that renegotiations are fairly common, even after a contract has been signed. A four-step negotiation model is recommended for negotiating with Chinese professionals.

Foreigners doing business in China must understand the local norms prior to undertaking any major negotiations. It is best to negotiate through face-to-face format with one's Chinese partners rather than relying on cyberspace technologies.

This paper is a review of practical literature to help international managers when they are negotiating with their Chinese counterparts.

This is an original technical paper to help expatriates properly negotiate with Chinese negotiators.

This paper assesses to what extent the workplace union power has been built under the Professional Union Leader and Organizer Program (PULOP) in China in the local community-based private workplaces. Data obtained from in-depth interviews with union leaders, rank-and-file members, and data from documentary sources are deployed. Findings show that, for the purpose of stabilizing labor-management relations in these community-based workplaces, the PULOP attempts to reinforce implementation of existing labor law and regulations regarding wages and working conditions by organizing community-based private employers. However, without workers’ support from the bottom up, the power of the newly established workplace union associations are rather precarious. The PULOP union leaders are still distant to the organized workplaces and to the workers at these workplaces; and the organized employers are still reluctant or even hostile towards PULOP activities. The paper, therefore, concludes by drawing out the implications of the finding that, without genuine worker participation in union formation and operation processes, the administrative power held by the union bureaucracies cannot be effectively translated into workplace union power via the PULOP initiative.

The present article takes a qualitative approach through interviews with Spanish managers to identify the challenges they face while leading small- and medium-sized companies (SMEs) in China. They share with us their experiences with the state bureaucracy, local employees and the market place. Based on these interviews, I developed a model of leadership named agile leadership. Developing the qualities of an agile leader is a critical success factor for the SME manager in China. This model is explained and some tips are given to develop the qualities of an agile leader.

China′s market‐oriented reforms have brought about fundamental changes not just to its economy, but also to urban governance. The reforms have significantly changed urban development from its previous pattern which was largely determined by decision makers within the central government. Reform measures have transformed the role, functions and processes of urban government and have made them a force to be reckoned with in the whole reform endeavour. Examines and analyses issues of administrative reform at the urban government level in ten years of economic reform since 1979. Looks at three aspects of the problem – the trend towards financial decentralization; institutional changes in local administration; and changes in the relationship between urban government and the local economy. Argues that there is an unfinished agenda of administrative reform that needs to be faced by the authorities concerned if the mighty endeavour of economic reform is to succeed.

As more businesses invest in China, there will, of course, be increased marketing opportunities there. But while China′s current government continues to encourage foreign investment, the future holds some political uncertainties. This vast country has the opportunity to become a supereconomic power, but its government must lead the way, and not scare off potential investors.

This paper develops the argument for analyzing negotiations from an institutional perspective. A major theme of the argument being advanced in this paper is that the institutional perspective provides a more comprehensive understanding of the negotiation process in its entirety. The negotiation process can be broken down into three distinct components, namely (a) the pre‐negotiation phase; (b) the negotiating phase; and (c) the post negotiation evaluation. Each of these phases is critically influenced by a specific component or components of the institutional environment. Scott's distinction between the regulative, the normative, and the cognitive dimension of the institutional environment is drawn upon to illustrate the usefulness of this perspective. The framework is applied to assess the similarities and differences between Indian and Chinese institutional environments and their implications for negotiating processes in the countries discussed. Choosing India and China to illustrate the utility of this framework is justified by the fact that India and China are both in the process of transforming their economies, and although confronted with similar challenges, they have dealt with them in very different ways. This comparison is thus useful, not only for illustrating the value of the institutional perspective, but also for understanding the dynamics of the negotiation process in these countries.

This article aims to identify critical aspects of Chinese‐Western intercultural guanxi relationships that have largely been ignored as a domain for study in international business and industrial marketing, and to suggest a way forward.

A theme analysis across a range of academic and business journal articles is undertaken to capture major themes involving China‐focused research that relates to international business and industrial marketing, and also to locate critical themes that may have been overlooked.

Intercultural interaction at a personal level is both unavoidable and critical for successfully doing business with China. This study introduces the term guanxi gateway ties to highlight a special class of facilitating relationships that can emerge through interactions between guanxi insiders and guanxi outsiders. Insiders and outsiders can meet and work together in this middle‐cultural territory for the instrumental purpose of obtaining passage through the “gateway”.

Inevitably some journal articles of interest may have been missed in the review due to the chosen scanning boundary. Nevertheless the search method provides a sufficient base to reveal recurrent research themes, and also overlooked themes of potential significance.

Guanxi gateway ties assist companies and individual business actors to find a path through the cumbersome Chinese bureaucracy and hierarchical levels by activating personal relationships.

This study reveals a commonly overlooked perspective of guanxi, that is, as a facilitator of culture‐bridging ties. The conventional business perspective of guanxi can be viewed as evolving from a gated community into an intercultural facilitating mechanism.