International Journal of Chinese Culture and Management http://www.inderscience.com/browse/index.php?journalID=220&year=2010&vol=3&issue=1 Inderscience Publishers Ltd en-uk International Journal of Chinese Culture and Management 1752-1270 1752-1289 © 2010 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ijccm_scoverijccm.jpg http://www.inderscience.com/browse/index.php?journalID=220&year=2010&vol=3&issue=1 http://www.inderscience.com/link.php?id=33733 US technology firms have ventured into the Chinese market over the past couple of decades only to find that their potential market opportunities have been sharply curtailed by governmental, social, technology adoption and competitive barriers that they did not anticipate or that they were too quick to dismiss as non-consequential. In this paper, we highlight some of the challenges faced by US software firms with business interests in China. After outlining the major issues faced by these firms and a pithy survey of the relevant academic literature, we delve into our main research question, to-wit: how can US software firms profitably operate in China without compromising their IP portfolios and stem the losses from piracy and other emerging threats? Intellectual property rights considerations for US software firms with business interests in China
Tugrul U. Daim, Ramin Neshati, Songphon Munkongsujarit
International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 1 - 22
US technology firms have ventured into the Chinese market over the past couple of decades only to find that their potential market opportunities have been sharply curtailed by governmental, social, technology adoption and competitive barriers that they did not anticipate or that they were too quick to dismiss as non-consequential. In this paper, we highlight some of the challenges faced by US software firms with business interests in China. After outlining the major issues faced by these firms and a pithy survey of the relevant academic literature, we delve into our main research question, to-wit: how can US software firms profitably operate in China without compromising their IP portfolios and stem the losses from piracy and other emerging threats?

]]> 10.1504/IJCCM.2010.033733 International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 1 - 22 Tugrul U. Daim Ramin Neshati Songphon Munkongsujarit Department of Engineering and Technology Management, Portland State University, Portland, OR, 97201, USA. ' Intel Corporation, Hillsboro, OR 97124, USA. ' Department of Engineering and Technology Management, Portland State University, Portland, OR 97201, USA intellectual property rights IPR technology management software development US firms China software firms software piracy. 2010-06-29T23:20:50-05:00 3 1 1 22 2010-06-29T23:20:50-05:00 http://www.inderscience.com/link.php?id=33734 This paper considers the durability of Chinese culture given the introduction of foreign business and consumption patterns into China. It does this by contrasting Chairman Mao's Cultural Revolution, an internally driven attempt to change China's culture, with the cultural effects of globalisation. Although the Cultural Revolution promoted culture based on proletarian values, the technologies lacked the diffusion and production qualities found in the West. This meant the nation was vulnerable to cultural homogenisation when the economy was opened to Western products. With increased wealth, markets for artists and advanced technologies, we can expect a greater indigenous cultural contribution from and a reassertion of China's cultural influence in the future. Two cultural revolutions: globalisation and Mao
Xiao Ying, Greg Clydesdale
International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 23 - 36
This paper considers the durability of Chinese culture given the introduction of foreign business and consumption patterns into China. It does this by contrasting Chairman Mao's Cultural Revolution, an internally driven attempt to change China's culture, with the cultural effects of globalisation. Although the Cultural Revolution promoted culture based on proletarian values, the technologies lacked the diffusion and production qualities found in the West. This meant the nation was vulnerable to cultural homogenisation when the economy was opened to Western products. With increased wealth, markets for artists and advanced technologies, we can expect a greater indigenous cultural contribution from and a reassertion of China's cultural influence in the future.

]]> 10.1504/IJCCM.2010.033734 International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 23 - 36 Xiao Ying Greg Clydesdale Department of Management and International Business, Massey University – Albany, Private Bag 102904, North Shore MSC, Auckland, New Zealand. ' Department of Management and International Business, Massey University – Albany, Private Bag 102904, North Shore MSC, Auckland, New Zealand cultural change globalisation Cultural Revolution Chairman Mao Chinese culture China modernisation. 2010-06-29T23:20:50-05:00 3 1 23 36 2010-06-29T23:20:50-05:00 http://www.inderscience.com/link.php?id=33735 The fast development of information technology and the expansion of business globalisation have resulted in organisational restructuring. There have been, however, few successful cases of restructuring. Previous studies have indicated that success of organisational restructuring depends primarily on organisational culture. The 36 Strategies, which are the quintessence of traditional Chinese war tactics, have been part of ordinary life. However, despite their importance, there have been few studies to evaluate the feasibility of applying the 36 Strategies on organisational culture change. This study investigates how the 36 Strategies are correlated to their application in organisational culture. The impact of Chinese philosophy to organisational culture change: the 36 Strategies
Omprakash K. Gupta, Yuan-Duen Lee, Yuan-Ching Wang
International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 37 - 51
The fast development of information technology and the expansion of business globalisation have resulted in organisational restructuring. There have been, however, few successful cases of restructuring. Previous studies have indicated that success of organisational restructuring depends primarily on organisational culture. The 36 Strategies, which are the quintessence of traditional Chinese war tactics, have been part of ordinary life. However, despite their importance, there have been few studies to evaluate the feasibility of applying the 36 Strategies on organisational culture change. This study investigates how the 36 Strategies are correlated to their application in organisational culture.

]]> 10.1504/IJCCM.2010.033735 International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 37 - 51 Omprakash K. Gupta Yuan-Duen Lee Yuan-Ching Wang College of Business, University of Houston-Downtown, Houstan, TX, USA. ' Graduate School of Business and Operations Management, Chang Jung Christian University, Tainan, Taiwan. ' Graduate School of Business and Operations Management, Chang Jung Christian University, Tainan, Taiwan organisational culture 36 Strategies Chinese philosophy China culture change. 2010-06-29T23:20:50-05:00 3 1 37 51 2010-06-29T23:20:50-05:00 http://www.inderscience.com/link.php?id=33736 This study investigates the differences in implementing the five stages of the marketing concept by Chinese agricultural businesses with the aim to internationally brand their products. Interviews were held with 13 Chinese CEOs and marketing managers from different product groups. The results show a negative picture of Chinese organisations that attempt to implement the marketing concept. Of the five stages of the concept, only the fifth stage – controlling the marketing programme – was implemented in a positive way (by 77% of the organisations surveyed). This pioneering study provides useful knowledge for any agri-business firm in China and in other emerging country firms in order to improve their international marketing and branding capabilities. Opportunities and pitfalls of Chinese agricultural businesses to become international brands
Ram Herstein, Moti Zwilling, Eugene D. Jaffe
International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 52 - 68
This study investigates the differences in implementing the five stages of the marketing concept by Chinese agricultural businesses with the aim to internationally brand their products. Interviews were held with 13 Chinese CEOs and marketing managers from different product groups. The results show a negative picture of Chinese organisations that attempt to implement the marketing concept. Of the five stages of the concept, only the fifth stage – controlling the marketing programme – was implemented in a positive way (by 77% of the organisations surveyed). This pioneering study provides useful knowledge for any agri-business firm in China and in other emerging country firms in order to improve their international marketing and branding capabilities.

]]> 10.1504/IJCCM.2010.033736 International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 52 - 68 Ram Herstein Moti Zwilling Eugene D. Jaffe Business School, Ruppin Academic Center, Emek Hefer 40250, Israel. ' Business School, Ruppin Academic Center, Emek Hefer 40250, Israel. ' Business School, Ruppin Academic Center, Emek Hefer 40250, Israel marketing concepts China agricultural products emerging economies global marketing international brands agribusiness. 2010-06-29T23:20:50-05:00 3 1 52 68 2010-06-29T23:20:50-05:00 http://www.inderscience.com/link.php?id=33737 With consumption rising 10 15% per year, there is no doubt about the potential of Chinese wine market. Market share and global exports from Western countries have been continuously increasing starting a trend of annual double digit growth these past years and almost making the Chinese market's limit unreachable. However, there are some facts that seriously affect this trend: the domestic wine production – as demand increases so does domestic production, domestic producers are well aware of the government's goal of self-sufficiency; the market structure – strong domestic producers and distribution difficulties critically influence strategies for exporters; and the wine consumer's behaviour – quite different from European or US markets, affecting price and advertising strategies. China's wine market: strategic considerations for Western exporters
Carlos Moslares, Ricardo Ubeda
International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 69 - 85
With consumption rising 10 15% per year, there is no doubt about the potential of Chinese wine market. Market share and global exports from Western countries have been continuously increasing starting a trend of annual double digit growth these past years and almost making the Chinese market's limit unreachable. However, there are some facts that seriously affect this trend: the domestic wine production – as demand increases so does domestic production, domestic producers are well aware of the government's goal of self-sufficiency; the market structure – strong domestic producers and distribution difficulties critically influence strategies for exporters; and the wine consumer's behaviour – quite different from European or US markets, affecting price and advertising strategies.

]]> 10.1504/IJCCM.2010.033737 International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 69 - 85 Carlos Moslares Ricardo Ubeda Facultad Economia IQS, Via Augusta 390, Barcelona 08017, Spain. ' Facultad Economia IQS, Via Augusta 390, Barcelona 08017, Spain China wine market export strategy market structure market data wine consumers consumer behaviour Western exports. 2010-06-29T23:20:50-05:00 3 1 69 85 2010-06-29T23:20:50-05:00 http://www.inderscience.com/link.php?id=33738 The identification of attitudes has been shown to enhance the prediction of consumer behaviour. Chinese tourist attitudes toward sustainable tourism services received little attention; however, as most work on Chinese tourism is conducted from a supply side perspective. We report results from a study conducted in Beijing and Chengdu (mainland China) on the influence of attitudes on the economic preferences (willingness-to-pay/WTP) for sustainable tourism services (n = 213). Two 'positive' attitude dimensions received very high agreement ratings, but did not influence WTP. In contrast, a 'negative' sceptical attitude had a negative effect on preferences. For illustration, we apply calculated WTP values to tourism development scenarios of two nature- and landscape-oriented destinations in western China. Scenario comparison demonstrates high risks of non-sustainable tourism development. Once the natural and cultural heritage is compromised and the tourism experience is tarnished, improvements in trip convenience may not offset economic losses of tourism value. Is the Chinese tourist ready for sustainable tourism? Attitudes and preferences for sustainable tourism services
Jiong Yan, Anne-Kathrin Zschiegner, Jianchao Xi, Jan Barkmann, Rainer Marggraf
International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 86 - 106
The identification of attitudes has been shown to enhance the prediction of consumer behaviour. Chinese tourist attitudes toward sustainable tourism services received little attention; however, as most work on Chinese tourism is conducted from a supply side perspective. We report results from a study conducted in Beijing and Chengdu (mainland China) on the influence of attitudes on the economic preferences (willingness-to-pay/WTP) for sustainable tourism services (n = 213). Two 'positive' attitude dimensions received very high agreement ratings, but did not influence WTP. In contrast, a 'negative' sceptical attitude had a negative effect on preferences. For illustration, we apply calculated WTP values to tourism development scenarios of two nature- and landscape-oriented destinations in western China. Scenario comparison demonstrates high risks of non-sustainable tourism development. Once the natural and cultural heritage is compromised and the tourism experience is tarnished, improvements in trip convenience may not offset economic losses of tourism value.

]]> 10.1504/IJCCM.2010.033738 International Journal of Chinese Culture and Management, Vol. 3, No. 1 (2010) pp. 86 - 106 Jiong Yan Anne-Kathrin Zschiegner Jianchao Xi Jan Barkmann Rainer Marggraf Department of Environmental Science and Technology, Mail Box 301, Sichuan University, No. 29 Wangjiang Road, Chengdu 610065, China. ' Environmental and Resource Economics, Department of Agricultural Economics and Rural Development, Georg-August-Universitat Gottingen, Platz der Gottinger Sieben 5, D-37073 Gottingen, Germany. ' Center for Tourism Research, Institute for Geographical Sciences and Natural Resources Research (IGSNRR), Chinese Academy of Sciences, Datun Road, Anwai, Beijing 100101, China. ' Department of Environmental Science and Technology, Sichuan University, No. 29 Wangjiang Road, Chengdu 610065, China. ' Department of Environmental Science and Technology, Sichuan University, No. 29 Wangjiang Road, Chengdu 610065, China sustainable tourism China willingness-to-pay preferences destination coices choice modelling attitudes consumer behaviour tourism services natural heritage cultural heritage. 2010-06-29T23:20:50-05:00 3 1 86 106 2010-06-29T23:20:50-05:00