Mona Chung

Strategic Positioning of Huawei on the International Political Stage

Huawei is a giant Chinese telecommunications company which has become the focus of contract exclusion and finger pointing by certain western governments. The argument used by the US and Australia has been that of “national security†. This paper explores the causes and reasons for these actions and to ascertain what key strategic approaches and positioning lie behind the high level political tension. The controversy which this exclusion has provided and the causes behind it are the focal point of this paper. Whether it be due to Cold War legacies or business competition, the exclusions do not sit well in this globalised economy.

Australia-China and Stern Hu : a dint in relations or business as usual?

China’s economic growth over the last decade has been spectacular and Australia has been a beneficiary of this growth in terms of China’s demand for resources and the strength of Chinese exports. Pundits even suggest that Australia avoided the global recession as a result of this strong trade relationship. Trade relations between Australia and China resulted in China becoming Australia’s key trading partner. The arrest and charging in 2009/10 of four Rio Tinto executives (including Stern Hu the head of Rio’s operation in China) based in China raised fears of posing a strain on this vital economic relationship. Moreover China’s inability to takeover Rio Tinto and the significance and consequences of this incident are at the core of this paper. How do these events reflect the uncertainties of doing business in China or do these events demonstrate China’s sovereign right to enforce anti-corruption legislation? While China has embraced the international business community, to what extent has the arrest and imprisonment of Stern Hu changed the Australian-China trade relations including doing business in this thriving and buoyant market?

Australian Businesses in China: Strategies to Overcome the Cultural Gap

This paper indentifies a main barrier when doing business with China, the cultural gap, and provides the strategies that companies can use when entering the Chinese market. This empirical study examined 40 Australian organisations in their activities when entering the Chinese market. Alarmingly after 30 years of attempting to do business in China, companies are still not addressing the issue of cultural differences. Companies are also caught by surprises due to lack of preparation how large the cultural gap is between Australian and Chinese business culture. The findings of the study have important implications for businesses considering entry to China, and for Australian businesses already doing business in China. The strategies investigated include human resource strategies, dealing with Chinese staff, relationship building, getting outside support (employing consultants), learning about the culture, and adapting to the culture.