George T. Haley

E-commerce in China: Changing business as we know it

In discussing the future of e-commerce, many experts have assumed that e-commerce in emerging markets will evolve along the same lines as it has in the US, North America, and to a great extent, in Western Europe. This assumption fails to take into account the differences that exist between the economic infrastructures of emerging markets and those of the developed markets of the West. This article considers how China’s economic infrastructure, which like the infrastructures of most emerging markets is much less highly developed than the industrial West’s, will influence the development of e-commerce in China. By implication, the route of e-commerce development in China may be a more likely route of development for other emerging markets to follow. D 2001 Elsevier Science Inc. All rights reserved.

When the tourists flew in: strategic implications of foreign direct investment in Vietnam’s tourism industry

Emphasizes that tourism forms the largest industry in the world and the Vietnamese Government has targeted it for strategic foreign direct investment (FDI). Notes although researchers and policy makers comprehend particular aspects of tourism, they often misperceive how the variables interact within economic and political systems. Elaborates on experiences in similar and related Asian markets that indicate policies necessary to develop a sustainable, socially and ecologically‐desirable tourism industry through appropriate balancing of key stakeholders’ goals. First defines sustainable development in the context of tourism and indicates its relevance for Vietnam. Next, analyses some economic and social costs and benefits associated with tourism; also interprets recent governmental policies’ influences. Finally, provides policy recommendations for the future of sustainable and economically‐viable national tourism development in Vietnam.

The black hole of South‐East Asia: strategic decision making in an informational void

Proposes that most managers and researchers acknowledge that emerging and newly industrialized markets do not have the same quantity of secondary data as the long‐industrialized economies of North America and Western Europe. Presents the results of a search of available, business‐related, secondary data on South‐East Asia’s rapidly growing economies; highlights how this dearth of data has resulted in an informational void that affects the practice of strategic management in the region. Also delineates how regional managers cope with and adapt to the informational void, and to the region’s fast‐changing business, cultural and competitive environments, by developing their unique, highly‐intuitive style of strategic management. Finally, provides some suggestions to bridge this informational void for management practice and for future research.

A strategic perspective on overseas Chinese networks’ decision making

Researchers and managers have assumed that the overseas Chinese business networks do not conduct strategic planning. Summarizes, in general, the literature on the overseas Chinese networks’ decision‐making style and compares it with perspectives from established schools of strategic planning. Specifically enhances understanding of the overseas Chinese networks’ business style, generates awareness of the style’s strengths and weaknesses, and explores strategic implications for foreign multinational corporations that enter into alliances with, or compete against the overseas Chinese networks.

East vs. West: strategic marketing management meets the Asian networks

Strategic management in Asia is different. Decision‐making differs from that taught in Western, and even Asian, schools of business. In the last decade, the influence of Japanese management systems on Western management practice has become evident. Though the Japanese economy is the world’s second largest, and Japan’s population substantial, neither compares with the combined economies and combined populations of non‐Japanese Asia. The influence of the most aggressive elements of the non‐Japanese Asian business communities, the Overseas Chinese and Overseas Indian Networks cannot help to be felt on Western management practice. Explains why this difference in decision‐making styles exists, analyzes the implications of the Asian decision‐making style for managing in Asia, and discusses its implications for the future of strategic marketing management practice.

Net present value techniques and their effects on new product research

Abstract This article presents an exploratory analysis of the effects of emphasizing net present value techniques and short-term returns in the analysis and selection of new product research projects. A large body of literature exists in economics indicating that such emphases hinder successful innovation, yet the authors usually argue from anecdotal and case-generated data. We present empirical results that lend support to the aforementioned criticisms of net present value techniques and the short-term biases that they reflect.

Intellectual property rights and foreign direct investment in emerging markets

With the continued progression towards a more globalized economy, multinational businesses are having increased difficulty in protecting their intellectual properties from theft or infringement. This is most especially true when they have employed their intellectual property in foreign direct investments (FDI) in emerging markets. This paper details many important considerations regarding the security of intellectual properties that have been largely ignored by management in its environmental scanning and decision‐making prior to undertaking FDI. The author proposes an auditing procedure, the cross‐environmental technology audit (CETA), to ensure that all decisions specifically consider intellectual property issues prior to unnecessarily risking it in a foreign venture.

The logic of Chinese business strategy: East versus West: part II

Purpose – Despite close to two decades of foreign direct investment (FDI) in China, and the countrys enormous market potential, most US and European multinational corporations (multinationals) have never made a profit in that country. The distribution of profits among multinationals also seems highly skewed. The latest survey on profitability showed that five US companies accounted for one‐third of equity profits among US‐based multinationals in China. This research presented in two parts proposes explanations for why multinationals fail in China and strategic solutions for profitable operations.Design/methodology/approach – Through in‐depth interviews with 29 CEOs and directors of major, profitable US and European multinationals, Overseas Chinese companies and PRC Chinese companies, this paper proposes a model of strategic convergence for successful operations in China. The first part discusses cultural and cognitive differences between Westerners and Chinese that affect the strategies they choose. The ...

Boxing with shadows: competing effectively with the Overseas Chinese and Overseas Indian business networks in the Asian arena

Asserts that foreign multinational corporations (MNCs) investing in or expanding business operations in China, South and Southeast Asia often find themselves sparring with local business groups. Draws on research and experiences with firms in the region in order to enhance understandings of competitive dealings with two business networks that dominate the Southeast Asian economies ‐ the Overseas Chinese and the Overseas Indians, collectively referred to as “the Networks”. Measures the sparring rings in Asia through the historical conditions that contributed to the Networks’ fighting stances and to Asian business environments. Proceeds to place the two Asian competitors under the spotlight by highlighting cultural differences between the Networks. Predicts the Networks’ movements by elaborating on their unique management and strategic decision‐making styles and discusses, finally, the implications of the Networks’ business practices for MNCs’ strategies and organizational restructuring in the Asian arena.

Efficient and Inefficient Media for Political Campaign Advertising

Abstract Three advertising media are compared as to their efficiency in reaching voters. Readership of newspapers and magazines is found to relate positively to voting participation, while no strong relationship is found between television viewing and likelihood of voting participation, with the exception that the heaviest television viewers are less likely to vote. The study employs both simple descriptive statistics and log-linear analysis.