Catch-up and competitiveness in China : the case of large by Jin Zhang

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By Jin Zhang

This e-book examines the position of company constitution, together with the function of company headquarters, within the luck of enormous corporations in China.

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Financial control . . . Complex but coordinated corporate structure Extensive planning process Strong central leadership Flexible controls More focus on long-term goals and strategy Decentralised profit centres and divisional co-ordination Extensive and strategic planning process Business autonomy Tight controls Balance long- and short-term objectives Separate profit centres Budgetary planning process Business autonomy Focus on short-term objectives Tight controls Source: Goold and Campbell (1989).

His findings are as follows: . The strong headquarters can initiate and determine better strategies for the whole company. The headquarters can take innovative action to capitalise on business opportunities by mobilising corporate resources. The concentration of resources into growth products would have been impossible under a decentralised product division structure. Moreover, the headquarters can also bring together project teams to plan and implement risky new ventures by accommodating them in the incubator department of the head office.

The full set of HSE expectations is mandatory for every activity across BP.

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