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Suggests that an open‐door policy is one of the means organizations use to improve communication with employees, enhance trust and motivation, and reduce the need for unionization, though it is problematic and difficult to implement. Points out that a major difficulty is employees′ perceptions of the barriers that exist between them and management; additional obstacles involve behavioural as well as organizational issues. Discusses the pay‐offs associated with open‐door policies, together with the difficulties and dangers involved. Outlines the elements which characterize an effective policy and describes examples of policies that have been demonstrated to work in practice.

Discusses the pattern of the regional distribution in the Chinese economy of Direct foreign investment (DFI) in the context of the open‐door policy and the regional difference in investment environments. Presents a regression analysis on the effects of DFI on the economic growth in the eastern and western regions, using pooled time‐series and cross‐section data for 16 provinces over a seven‐year period (1986‐92). Discusses other important factors influencing regional economic development including rural industry development, differential growth of fixed capital investment and exports, and domestic capital flow from the western region to the eastern region. A case study of the effect of DFI on the intra‐provincial economic inequality in Guangdong Province is presented and some conclusions and policy implications are drawn.

This chapter takes a look at the evolution of Egypt’s educational system under different regimes that were in power during the years of 1954–2011. By analyzing the education policy under the regimes of Gamal Abdel Nasser, Anwar El Sadat, and Hosni Mubarak, the chapter aims to show how different ideologies have influenced the educational system and the larger goals of social development in the country. In particular, the chapter will highlight the “open door policy” of economic liberalization and the abolishment of the guaranteed government employment policy for graduates that was initiated by Anwar El Sadat and continued during the Mubarak’ era. This became one of the factors that led to growing resentment against state’s policy and fueled the revolution in 2011. The chapter will conclude that the historical context provides a lens to understand the complexity of how education systems are formed and reformed under various regimes and ideologies, and the ensuing consequences of social inequity. What remains to be seen is how educational policy will be shaped in post-revolution Egypt.

Analyses China’s experience in import substituting industrialization (ISI), the trend towards export‐oriented industrialization (EOI) through expounding its economic performance and its policies from 1949 to 1995. Focuses on analysing the nature of two different development models: Mao’s closed economy and Deng Xiao Ping’s open‐door economy during this period. Discusses whether it is ISI or EOI that leads to development and economic growth in China.

Along with the “reform and open door” policy launched in the late 1970s, China has experienced an annual average GDP growth rate of 9.8% between 1978 and 2002 (Hu, 2003, October 19). China's economy system has also gone through a fundamental transition from a central planning system to a socialist free market economy. To cope with the booming economy and radical social changes, the higher education system of China has been undergoing a process of expansion with marketization (World Bank, 1997).

Brunner and Taoka did the first survey of American businesspeople's perceptions of marketing and negotiating in the People's Republic of China in 1975. Because of China's open door policy and her determination to modernise, there have been many changes in US‐China business. Therefore, it is important to conduct an updated survey to furnish another reference point for American businesspeople who want to engage in China business. It was found that the most important observations made in the previous study were still true after ten years. However, there are several obvious changes. For example, PRC trade officials are no longer reluctant to reveal their positions or titles and there are problems of technical incompetence, language barriers, and foreign exchange shortage. There are clear management implications of these findings in mapping out appropriate contemporary marketing and negotiating strategies.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.

Examines tourism policy implementation in Chinese tourism enterprises. In general, all tourism enterprises indicated that economic‐oriented tourism policies implemented promoted the development of tourism in China since the adoption of economic reform and open‐door policy in 1978. Chinese tourism policies have established a legal framework for the administration, management and operation of tourism enterprises. This framework has covered almost all aspects of tourism industry. However, Chinese tourism enterprises also found difficulties in implementing some policies and regulations. Some regulations are too strict and do not allow the tourism enterprises to implement in accordance with their real circumstance. The study also suggests that tourism policy implementation in China has two different patterns in two different kinds of tourism enterprises. Further argues that tourism policy implementation in China is a “top‐down” and “trial and error‐correcting” model. These findings provide the important implications in studying the political dimensions of tourism, including tourism politics and tourism policy‐making process, particularly in the context of socialist countries.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.