▪ Abstract The environmental agenda for mitigating climate change through international transfers of technology is linked with a diverse literature, reviewed here within a framework that combines technological, agent/agenda, and market/transaction perspectives. Literature that bears on international technology transfer for climate change mitigation is similar in many w ays for Russia and China: opportunities for energy efficiency and renewable energy, economic reform and restructuring, the difficulties enterprises face in responding to market conditions, international assistance policies, international joint ventures, market intermediation, and capacity building for market development. In both countries, capacity building means enhancing market-oriented capabilities in addition to technological capabilities. For Russia, institutional development is critical, such as new commercial legal codes and housing-sector changes beyond privatization. For China, technology policies and modernization programs signifi...

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International technology transfer for climate change mitigation and the cases of russia and china

Considers the transfer of management knowledge to the People’s Republic of China through Western universities as a complex process involving cultural as well as educational issues. Shows that the traditional case study format prevalent in MBA style executive education must be modified for use with Chinese executives. Describes a management education programme for Chinese executives. Attributes a successful outcome of facilitating factors that included using a modified version of Mintzberg’s model of managerial work and a case‐study method attuned to the participants’ learning and cultural needs. Presents a learning model appropriate for use in any high context culture.

A model for Chinese management education: adapting the case study method to transfer management knowledge

Management education and training is an important means of improving the competence of managerial personnel in any economy, and managerial talent is a necessary condition for successful economic development. From the beginning of the open door policy, the People's Republic of China has recognized this need. However, ideological road-blocks, a rather narrow interpretation of modern management, absence of a consistent national policy on managerial education and training and lack of qualified faculty have stifled the development of managerial talent. The worsening fate of the state-owned enterprises has been linked to a shortage of qualified managerial personnel and that shortage continues to be a key operational concern for foreign companies establishing operations in China. This paper traces and describes the historical development of management education and training in the PRC, and explains the current state of affairs. An analysis of political, structural, policy and attitude issues leads to the conclus...

Management training and education in the People's Republic of China

Conceptions of modern management and of skill in China have developed out of quantitative, production oriented traditions that have tended to downplay the human side of management, training and development. Based on recent survey and case study research this paper argues that some organisations are moving away from such narrow definitions. These tend to be resource rich, larger enterprises, often in modern growth sectors and organisations exposed to foreign practice (either by virtue of foreign ownership or investment, or as a result of exposure to the pressures of global competition through operation in international markets). Skills shortages are faced by organisations throughout China. However, employers do not generally feel that the education system is serving to address these skills needs. The varying conceptions of modern management shape the manner in which organisations recruit from, and build, on formal education provision. Many resource rich employers are using formal education as a selection mechanism, selecting the educational elite and continuing to develop them. Those organisations that have limited access to highly qualified recruits are also least likely to be in a position to provide extensive or high quality training. Consequently the divide between resource rich and resource poor organisations, in terms of both organisational resources and employees' opportunities for skill acquisition, learning and development, seems likely to widen.

Building on Formal Education: Employers' Approaches to the Training and Development of New Recruits in the People's Republic of China

The Chinese economy is now a major driver of growth in the world economy. As a consequence, significant reforms were introduced, which impacted on its educational systems. China is facing unprecedented pressure to produce skilled individuals to meet the demands of this rapid growth. China is in the unique position of operating in a dual system: within a market economy on the one hand and within the remnants of a command-control bureaucratic system on the other. This curriculum research/review was undertaken at an international design and business higher vocational college located in central Shanghai during 2005–2006. The purpose of the research was to better align graduate outcomes with employer demand, and to seek their perceptions about future trends. The sample included key stakeholders of the college: that is, employers, students and graduates, and academic staff. A survey design that sought both qualitative and quantitative information from the sample was used. This chapter will focus on employers’ perspectives of graduate outcomes and future trends. Employers perceived positive attitudes and behaviours, for example, working cooperatively with others, being responsible and adaptable, the ability to resolve conflict, communicating effectively in oral and written English, and a strong commitment to learning continuously, as extremely important qualities in graduates. Some of the more ‘appropriate attitudes and abilities’ such as ‘being responsible and adaptable’ were perceived by researchers as being consistent with a command-control system, rather than a market economy. The research literature illustrates that there is a widening divide between how foreign-owned enterprises and State or private Chinese organizations use the education system. Employers also have low expectations of the types of skills new employees would possess at the higher vocational education entry level.

Employers' Perceptions of Graduate Outcomes: A Case Study of a Private College in Shanghai

This report discusses Chinese management, labor productivity, quality of industrial and consumer products, costumer service level, and worker motivation.

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William A. Fischer

Papers

The transfer of western managerial knowledge to China