Research on the path of effective management of participation in joint-venture railway companies by China railway group

Purpose-Following the regional restructuring,the number of joint-venture railway companies in which the Group participates has significantly increased.This paper aims to explore the challenges faced by China Railway Group in managing participation in joint-venture railway companies.The study seeks to propose specific approaches to ensure the effective management of these companies,thereby maximizing the benefits of the regional restructuring and supporting the development of a strong transportation country and a modern infrastructure system.Design/methodology/approach-Based on the change in the shareholding relationship between China Railway Group and the joint-venture railway companies,and considering the current situation of the regional restructuring of these companies,as well as the insights from existing literature and typical case studies,this paper proposes some specific paths for effective management of joint-stock railway companies which China Railway Group participated in.Findings-The problems in participation management are the unclear dual leadership role of the party committee,the lack of discourse power,the lack of synergy between shareholders,the increasing risk of sustainable operation of the loss-making companies and the role of dispatched personnel is not fully played.Based on the theories,combined with the existing research and practical cases,the paper proposed specific approaches,such as perfecting top-level system design,maintaining the discourse power,carrying out differentiated management,arranging personnel rationally,arranging shareholders synergy,and innovating methods to provide references for China Railway Group’s subsequent management of joint venture railway companies.Originality/value-This paper contributes to the existing literature by providing a comprehensive analysis of the challenges faced by China Railway Group in managing participation in joint-venture railway companies following the regional restructuring.The study offers novel insights and practical recommendations for addressing these challenges.The findings can serve as valuable references for China Railway Group’s subsequent management of joint-venture railway companies which participated in,as well as for other stateowned enterprises facing similar challenges in managing their joint ventures.

Is the Equity Transfer Agreement of a Chinese-Foreign Contractual Joint Venture Valid? A Case Comment on Xianyuan v.Zhongxin

Under Chinese law, when parties have signed an equity transfer agreement of the Chinese-Foreign contractual joint venture, they need to report to the examination and approval authority for approval. However, due to imperfection of and conflicts among laws and regulations as well as misunderstanding of the above system, it is always difficult for judges to determine the validity of such equity transfer agreement under the administrative approval system. Among the three categories of FIEs provided in Chinese law 1, scholars have had a comprehensive discussion over equity transfer agreement involving Sino-Foreign Equity Joint Venture Enterprises, but this case is concerned with the equity transfer agreement of a Chinese-Foreign contractual joint venture. In this case, the People's Supreme Court holds that the equity transfer agreement that has not undergone the approval procedures are not valid but not void. Furthermore, the parties that are bound to submit the agreement to the approval authority shall perform their duties of this kind.

Sino-Japan Joint Venture for Producing High

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The Effectiveness of Cross-cultural Competence in Joint Ventures

The paper uses the theory of core competence based on knowledge capital to build up international joint venture’s effective capability system of cross-culture. It involves in forming common mind of business, strategies of glocalization, complementary skills of cross-culture and cross-cultural training. It also presents the case of Lansheng Daewoo Corp to give a positive analysis.

Determinants of Joint Venture Performance in Cambodia

This study reviews important variables related to joint venture performance and identifies the key determinants of joint venture performance in Cambodia. A model of joint venture performance in Cambodia is proposed and tested. Finally guidelines for successful joint venture performance in Cambodia are proposed. Based on a study of 62 firms and interviews with 19 joint venture mangers and government officers, it was found that the most important factors driving the formation of a joint venture included access to an emerging new market, utilization of abundant and cheap labor, and existence of government incentives. The most serious obstacles to joint venture performance in Cambodia were corruption, lack of physical infrastructure, bureaucracy, and competition from a black market and smuggling. For the results indicate there are significant correlations between performance and trust, control, commitment, and ownership. Suggested guidelines to improve joint venture performance in Cambodia are proposed.

Determinants of international joint venture performance measurement： A theoretical framework

International joint ventures （IJVs） have increasingly their role in business world and also in research field of international business. There have been a lot of studies related to determinant factors of IJV performance. However, there are very few studies focusing on the measurement of I Jr performance. Especially, researchers have ignored how foreign parent firms really choose their measures in the evaluation of their IJV performance. This research investigates determinant factors of performance measures of 1JVs. Determinant factors of IJV performance measures include motives for establishment, establishment mode, location of IJVs, distribution of ownership in IJVs, cultural background of parent firms, and trust between partners, IJV life stages, parent firms＇ international experience, and relatedness of the IJVs to their parents. Performance measures are divided into financial measures and non-financial measures. The paper shows how different determinant factors are expected to lead foreign parent firms preferring one kind of measure over the other.

Shanghai-Ek Chor Motorcycle Co., Ltd.—An Outstanding Sino-Foreign Joint Venture

Charas Li, deputy general manager of Shanghai-Ek Chor Motorcycle Co. Ltd., which has been named one of the best 10joint ventures in China, enjoys a close association with his employees. Reporter Qian Youwei, talked to Charas Li about the establishment and development of his company. Li said that the international

Classroom“Joint Venture”-an Effective Teaching Approach for Oral Business-English Course

遵照外贸英语教学立足于为我国外贸战线服务,多出人材,出好人材的宗旨,考虐到中国外贸干部的工作特点和我国外贸英语教学的特有条件,经过多年实践,证明“中外教师合上口语翻译课”(Classroom“Joint Venture”)是一条提高外贸口语教学质量的有效途径。该教学方法有以下三个特点:1、创造更加接近实际工作环境的课堂气氛,使学生每节课都能进入“角色”,从而极大地调动了学生的学习积极性;2、集中中外教师的各自优势,整个教学过程为锻炼及提高学生的双语表达能力提供了良好的机会;3、使课堂管理更加富有成效。该教学方法对教师提出了更高的要求,强调中外教师共同准备教材、共同备课,及时总结学生在课堂活动中出现的问题。象所有新生事物一样,Classroom“Joint Venture”教学方法尚存在许多亟待解决的问题和不足之处,欲使之日趋完善,应须付诸艰苦的劳动和努力。

Weisheng Electronics Co., Ltd.——An Outstanding Sino-foreign Hi-tech Joint Venture

The Weisheng Electronics Co., Ltd., a Sino-foreign hi-tech joint venture, is based in Changsha, capital of Hunan Province. This science-industry-trade integrating hi-tech industrial group has branches in Beijing, Shanghai and Hongkong. Since its founding, the company has developed hitech products in energy, finance and health, intelligent energy measuring products in particular. It has taken the lead in the province’s Sino-foreign hitech enterprises. Using RMB 110 million of funds for its first-phase project, the

Anhui Hongqing Precision Machinery Co.Ltd.——A Sino-foreign Joint Venture

Established in 1991,thecompany exclusively produces andmanages numerical control lathesmajored at processing centres ofvarious specifications.It has a verygood condition for fair competition,with complete production processesfrom casting,machining toassembling,an excellent staffengaged in product development,production,quality control

South China to expand power by joint Venture

Due to rapid economic devel-opment, the annual growthof electric power demand in GuangdongProvince exceeded 20% thus suffering fromshortage of power in recent years. While pri-mary energy resources are limited in theprovince, the neighbouring provinces arerich in both hydropower and coal deposits.At the same time, the latter lack capital re-sources to exploit. Therefore, to jointly de-velop energy resources, particularly thehydropower will benefit both

Sino-French Joint Venture Dynasty Wine Company

In 1994, the Sino-French Joint Venture Dynasty Wine Company was far ahead in the trade once again, with the outstanding achievement of making profits of RMB550 thousand per employee. Since the factory was established in 1980, the annual wine production of the Dynasty Company has developed from 100 thousand bottles to 13.3 million bottles. The market share of Dynasty wine in the domestic products of the same category is more than 50%. China’s over 270 diplomatic corps quartered abroad all give receptions

A Successful Scientific Cooperation——Smooth Completion of a Sino-Japanese Joint Research Project of Well-off Household Residences.

On February 24, 1993, when the appraisal meeting of the Sino-Japanese Joint Research Project of Well-off Household Residences was held in Beijing, Person-in-charge from the China Building Technology Development and Research Centre and the Japan International Cooperation Undertakings Group signed the project appraisal report. It marked the successful completion of this three-year joint research project.

China's First Joint Venture Making NdFeB Magnets——Beijing Century New Magnets Co. Ltd

AFast quenching NdFeB permanent magnet—a high-tech product filling in the domestic gaps—has been put into mass production by the Beijing Century New Magnetics Co. Ltd. Previously, only the United States of America had patent rights for production and sale of fast quenching NdFeB Magnets, and only General Motor Company could produce such high-tech products.

Review of Supply Chain Partnership Process in Joint Ventures Example as Chinese Automotive Industry

Under the environment of economic globalization, there has seen a global transfer of manufacturing into China and China＇s automotive industry engage in global trade. China faces unprecedented opportunities for development, although there are many challenges it must face, It has become a strategic choice for all automotive enterprises to implement supply chain management in order to achieve competitive advantages. At present, most researches on supply chain partnerships have been carried out based on enterprises in developed countries. Very few theoretical and empirical studies have been based on developing countries, and in particular, only a few scholars have examined supply chain partnerships in China. Based on the joint ventures, this paper is a review of partner theories and process of partner relationship. With respect to the supply chain partnership strategy and process and partners＇ capability literature, there is limited research on the special background such as joint ventures or Chinese automotive industry. Some literature on partners＇ capabilities is based in favor of the operational aspects.

How to set up a foreign-funded or Chinese-foreign joint venture financial institution in Shanghai

If you are representing a foreign-funded institution in setting up a foreign-funded bank or financial company in Shanghai, you should have a representative agency already established within the boundaries of China for more than two years, and general assets at the end of the previous year should not be less than US $ 10 billion. The country or region you are residing in should have

Application Procedures——for Establishing Chinese-foreign Joint(Co-operative)Ventures or Foreign-funded Enterprises in Sichuan Province

1. On Chinese-foreign joint (co-operative) ventures(1) The conclusion of the letter ofintent on joint investment (co-operation) bythe Chinese and foreign parties.(2) New construction projects shall besubmitted to the provincial PlanningCommission for ratification; technicalinnovation projects shall be submitted to theProvincial Economic Commission forratification.(3) The contracting parties shall register thename of the joint venture with the provincialAdministration for Industry and Commerce.