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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.

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.

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.

Some economic theories have influenced the reform of the socialist open economy with Chinese characteristics. As a new practice of socialism, an open economy is not only driven by China’s productivity level and people’s living standards but also regulated by the law of commodity production and value.

It was popular to participate in economic globalization for most countries in the second half of the 20th century, but not all of them could benefit from it.

The key to the success of the open-economy reform with Chinese characteristics lies in learning from and innovating the comparative advantage theory, thus forming an organic whole of the open economy, including the core of correctly handling the relationship between the government and the market, the method of gradual reform, the breakthrough point of transforming the mode of economic development, and serving people all the time.

Achieving internal and external coordination through the combination of opening-up and independence is a critical principle of China’s economic opening-up, which not only effectively safeguards national interests but also actively promotes the construction of a new global order.

This writing examines the remarkable career of the founding East Asian scholar at Montreal's Concordia University. He was the individual who did more than merely a college professor after 37 years there. He had helped to shape a new course in Sino-Canadian relations.

This paper will look at an element of soft power engagement between Canada and China before Deng Xiaoping's Open Door Policy. It also examines Concordia's achievement in establishing a China foothold in the early-1980s.

Canada has always been a pioneer in engaging Red China. Despite not having formal diplomatic ties until October 1970, Ottawa never abandoned its wish to seek a friendship with Beijing. Amidst the thawing China–Canada relations since 1970, Concordia University recruited a 25-year-old graduate student named Martin Singer to inaugurate its East Asian courses. Singer's auspicious academic career not only gave him to organize Canada's first and the largest student delegation to China but also enabled him to pioneer the first joint-postgraduate studies program between a Chinese and a Western postsecondary institution. He was also a key player in establishing a novel and unique relationship between the PRC and the Western world.

This paper provides a glimpse into China's early experience in engaging the world as it left behind decades of communist isolation. It also highlights how serendipities allowed people and institutions to advance in the wake of this exciting period in modern Chinese history.