China is establishing its corporate governance structures by emulating the stylized Anglo-American model. However, the country does not yet have the necessary formal and informal institutions, or the financial infrastructure to make these structures work effectively. Corruption, stock market manipulation, tax cheating, fraudulent dealing, all manners of plundering of state assets and the lack protection of shareholders' rights are some of the more conspicuous manifestations of the ethical issues that have emerged in this mismatch. This study shows how these issues arise in the context of the characteristics of country's economic and corporate governance development. It evaluates various potential policy responses that may be implemented to improve governance effectiveness and diminish the damage from those problems.

Ethical Issues in the Evolution ofCorporate Governance in China

Purpose – To explore the case for, and value of, corporate communication practice in professional development.Design/methodology/approach – This article, based on the findings of the Corporate Communication Institute's (CCI) Corporate Communication Practices and Trends 2005 Study, aims to offer a positive relationship between corporate communication practice and productive global relationships as the underpinning of a sustainable business strategy.Findings – Successful global businesses recognize the value of corporate communication in meeting the challenges of global business.Originality/value – Successful professional development of the next generation of corporate communication executives will focus on understanding of corporate communication functions and on strategic implementation capabilities.

Corporate communication practice and pedagogy at the dawn of the new millennium

This study proposes an initial and a revised model of government-oriented public relation (PR) strategies based on the results of two content analyses of website news regarding the PR activities of 76 firms in general and six well-known firms in China in more depth. With the perspective of resource dependence theory, this model reveals that firms in China employ six types of formal PR strategies, including visitation, philanthropy, participation, publicity, party involvement and political propaganda, to manage their dependence on government for resources. Further, the implementation of such strategies involves a four-step process: organizing PR activities with economic, social and political significance; obtaining the involvement and recognition of the government; building firms' resource, moral and cultural legitimacy in the government's eyes; and interacting with the government on the issues of firms' dependence to influence government policies relative to firms. We also explore the differences that exist among firms with different ownership structures in the use of these PR strategies, the level of government involved and the issues pursued.

https://www.cambridge.org/core/services/aop-cambridge-core/content/view/BAE91912E61257B5180294AE950D9A96/S1740877600000826a.pdf/div-class-title-government-oriented-corporate-public-relation-strategies-in-transitional-china-div.pdf

Government‐Oriented Corporate Public Relation Strategies in Transitional China

The field of strategic management has developed with an implicit assumption that market economies are structurally more or less similar. In the past 30 years, though, the global economy has evolved. The Soviet Union collapsed, market-based orthodoxy spread, and now China is ascendant. These developments require changing our mental models from the Cold War era, in which two economic blocs were quite distinct, to a bifurcated global economy of two engaged but incompatible systems: one side favoring transparency and the rule of law and the other side favoring opaqueness and strategic direction of the economy by government. China's government uses a wide range of policies to support the development of domestic firms while hindering the activities of competitors from abroad and, directly or indirectly, misappropriating their technology when they can do so, which is often. To cope with this situation â€” as well as with political uncertainty elsewhere in the world â€” firms need to develop strong dynamic capabilities for formulating viable strategies to create and capture value under potentially adverse and volatile conditions, and to shape the business environment in more favorable ways through market and non-market activity.

Fundamental Issues in Strategy: Time to Reassess?

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=4804&context=lkcsb_research

Toward an historically informed Asian model of public relations

China’s open‐market reform and rapid economic growth have generated a tremendous surge in activity and market investment by multinational corporations (MNCs). By 2000, 400 of the 500 most famous MNCs had invested in China. One distinctive feature of China’ s business environment, its authoritarian political system, requires MNCs to practise strategic public affairs to interact constantly with the different levels of Chinese government, respond to the policies and further influence business policy formation. This paper proposes a conceptual model of MNC‐government bargaining that is composed of international political economy, dependency theory and agency theory. It then examines (1) the international and domestic influences on MNC‐government bargaining in China and (2) the strategies MNCs employed to influence Chinese laws for foreign business in their interests. A case study of the Chinese ban on direct selling operations in 1998 and Amway’s strategies to remove the ban is presented. Results suggest that effective public affairs should engage in the following activities: (1) issues management, (2) constantly and systematically analysing the MNC’s bargaining power with the host government, (3) selecting public affairs strategies based on the analysis of MNC‐government bargaining, (4) exercising relationship management, and (5) being ethical in its practice.

Effective public affairs in China: MNC‐government bargaining power and corporate strategies for influencing foreign business policy formulation

How brand-stakeholder dialogue drives brand-hosted community engagement on social media: A mixed-methods approach

When non-CSR-themed social media influencers endorse corporate CSR initiatives: Effects of publics’ perceived influencer characteristics and leadership

Yi‐Ru Regina Chen

Papers

Effective public affairs in China: MNC‐government bargaining power and corporate strategies for influencing foreign business policy formulation

How brand-stakeholder dialogue drives brand-hosted community engagement on social media: A mixed-methods approach

When non-CSR-themed social media influencers endorse corporate CSR initiatives: Effects of publics’ perceived influencer characteristics and leadership