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 G...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.展开更多
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 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展开更多
Three years have elapsed since the synergetic development of the BeijingTianjin-Hebei（Jing-Jin-Ji）region was first put forward as a major national strategy by Chinese President Xi Jinping in February2014.Xi called f...Three years have elapsed since the synergetic development of the BeijingTianjin-Hebei（Jing-Jin-Ji）region was first put forward as a major national strategy by Chinese President Xi Jinping in February2014.Xi called for the coordination and integration of the economic zone surrounding Beijing. Now, a fledging Capital Economic Circle is taking shape.展开更多
基金China State Railway Group Co.,Ltd.has supported this work as a critical project(Grant No.:N2022Z020).
文摘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.
文摘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
文摘Three years have elapsed since the synergetic development of the BeijingTianjin-Hebei（Jing-Jin-Ji）region was first put forward as a major national strategy by Chinese President Xi Jinping in February2014.Xi called for the coordination and integration of the economic zone surrounding Beijing. Now, a fledging Capital Economic Circle is taking shape.
