This unique book discusses how to manage an organization in China. It is based on the invaluable practical experience of entrepreneur Johan Björkstén, who successfully built a local consulting business with over 100 employees, and Anders Hägglund, a seasoned manager who set up high-growth and highly profitable operations in China for a major industrial multinational. The book provides widely applicable advice based on experiences from different industries, including but not limited to those of the authors.Most books about business in China belong to one of two categories: autobiographical “success stories” or academic treatises. Managing in China goes beyond these genres to provide highly relevant, practical advice and checklists, as well as concrete and illustrative examples from the authors' own experience. Managing in China succinctly explains how historical, cultural and social factors influence today's Chinese business environment, and how managers should take this into account in day-to-day operations.The book focuses on managing in a rapid-growth environment, but also provides advice on how to ensure sustainable operations and profitability in mature industries or a temporary downturn.
This book explains how the Sweden Democrats (SD), a populist radical right party, has moved from the fringes into the mainstream of Swedish politics. SD has experienced rapid growth and success in Sweden in recent years. Following the 2022 elections, SD became an official support party to a right of centre minority coalition. The party has managed this sustained electoral growth since it entered parliament in 2010, despite having roots in right-wing extremism, including some links with fascism and nazism. For these reasons it was for many years isolated by other parties, and given an overwhelmingly negative treatment by the media. This book explores the position of SD in the electorate, the changing status of SD among Swedish voters, and how other parties interact with SD. The analysis sheds light on the route into the mainstream of a party without a reputational shield. The argument is that, although the route SD has taken is different, it is only a matter of time before SD will take the final steps into the Swedish political mainstream and reach a position comparable to those of the Danish People’s Party, the Finns Party or the Norwegian Progress Party. The text will be of interest to scholars and students of European politics, comparative politics and populism.
This book provides an up-to-date account of extreme right parties in Denmark, Norway and Sweden. It seeks to explain why these parties have grown in support, and in Denmark and Norway reached positions of direct political influence. Following an analytical framework, in which explanatory factors on the demand- as well as supply-sides are identified, the book investigates a wide range of possible such factors. The account covers economic conditions, immigration and political trust, as well as the extent of the fascist and Nazi legacy in Scandinavia. Each of the three countries is then subject to an in-depth study. The origins, historical development, ideology, organisation and leadership of the relevant extreme right parties in each country are analysed thoroughly. The analysis draws on party documents and publications, such as party manifestos, as well as media sources, biographies and academic literature. The main argument of the book is that internal supply-side factors, that is factors within the parties themselves, are indispensable in order to understand variations in the success of extreme right parties. External conditions are not unimportant, but account for very little if the parties do not provide a political package that can tap the potential demand.
When Finland gained its independence from Russia in 1917, the country had not had a military for almost two decades. The ensuing creation of a new national conscript army aroused intense but conflicting emotions among the Finns. This book examines how a modern conscript army, born out of a civil war, had to struggle through social, cultural and political minefields to find popular acceptance. Exploring the ways that images of manhood were used in the controversies, it reveals the conflicts surrounding compulsory military service in a democratic society and the compromises made as the new nation had to develop the will and skill to defend itself. Through the lens of masculinity, another picture of conscription emerges, offering new understandings of why military service was resisted and supported, dreaded and celebrated in Finnish society. Intertwined with the story of the making of the military runs the story of how manhood was made and remade through the idealized images and real-life experiences of conscripted soldiers. Placing interwar Finland within a broad European context, the book traces the origins of competing military traditions and ideological visions of modern male citizenship back to their continental origins. It contributes to the need for studies on the impact of the Great War on masculinities and constructions of gender among military cultures in the peacetime period between the two world wars.
Program manipulation is the task to perform transformations on program code, and is normally done in order to optimize the code with respect of the utilization of some computer resource. Partial evaluation is the task when partial computations can be performed in a program before it is actually executed. If a parameter to a procedure is constant a specialized version of that procedure can be generated if the constant is inserted instead of the parameter in the procedure body and as much computations in the code as possible are performed. A system is described which works on programs written in INTERLISP, and which performs partial evaluation together with other transformations such as beta-expansion and certain other optimization operations. The system works on full LISP and not only for a "pure" LISP dialect, and deals with problems occurring there involving side-effects, variable assignments etc. An analysis of a previous system, REDFUN, results in a list of problems, desired extensions and new features. This is used as a basis for a new design, resulting in a new implementation, REDFUN-2. This implementation, design considerations, constraints in the system, remaining problems, and other experience from the development and experiments with the system are reported in this paper.
Ocean Bound Women is an intriguing first-hand narrative of circumnavigating the globe in the 1880s. Based on family documents stored in a seaman's chest, this book provides a scholarly account of the history of the Swedish sailing-ship Atlantic (1876-1911) and her crew.Part of the book is based upon a diary written by a Scandinavian woman, which stands as the uniting text for the years 1885-1887, connecting the reader to all events in the chronicle. Other sources consist of manuscripts, documents and accounts collected from family descendants along with oral traditions and personal memories—all hitherto unpublished.This is a touching life story of two motherless sisters who took on a ship in their teens: a book about life on the oceans and meeting with people of many different nations.
Introduction : why we wrote this book. 1. Understanding and managing China-specific issues. 2. China holds lessons for a globalized world -- ch. 1. Chinese business climate. 1.1. Land of golden opportunity or corporate quagmire? 1.2. From manufacturing base to competitive market. 1.3. More demanding head offices. 1.4. A welcoming business climate ... 1.5. ... Or the heavy hand of the state? 1.6. The wild east. 1.7. What you as a manager can influence -- ch. 2. Differences and similarities. 2.1. Sources of some differences from other markets. 2.2. Some "China" factors with global relevance. 2.3. Common myths about China. 2.4. A diverse and heterogeneous market. 2.5. Do You really need to be in China? 2.6. Common sense solutions -- ch. 3. Key concepts of Chinese business culture. 3.1. Face - making other people look good. 3.2. Giving, and saving, face. 3.3. Guanxi - business relationships. 3.4. Government relations. 3.5. Business etiquette. 3.6. Negotiating in China -- ch. 4. The language challenge. 4.1. Language is and will remain an issue. 4.2. Make sure your interpreter understands the business. 4.3. Beware of the "confidant trap". 4.4. Checklist for non-Chinese speakers -- ch. 5. Qualities of the right expatriate manager. 5.1. Send your best people. 5.2. Professional qualities. 5.3. Personal qualities. 5.4. Long-term commitment -- ch. 6. Company setup. 6.1. Geographic considerations. 6.2. Development zones. 6.3. Legal structure. 6.4. Finding and managing business partner relationships. 6.5. Due diligence. 6.6. Consultants -- ch. 7. A winning local team. 7.1. A human resource-scare enviroment. 7.2. Characteristics of the Chinese workforce. 7.3. Find the best candidates, trust them, train them, and promote them -- ch. 8. The right corporate culture. 8.1. You cannot fake it. 8.2. Culture is especially important in China. 8.3. Invest heavily upfront. 8.4. Actively develop the culture. 8.5. Do not rush localization. 8.6. Guard against corruption. 8.7. Culture and corporate brand. 8.8. Security. 8.9. IPR protection -- ch. 9. Right business focus. 9.1. Clear business focus drives a strong corporate culture. 9.2. Market size and maturity. 9.3. Speed of change - Peter's story. 9.4. Distribution is a major bottleneck -- ch. 10. Support your frontline sales organization. 10.1. Production with or without local sales? 10.2. Establishing a sales organization. 10.3. Recruiting frontline sales people. 10.4. Training, developing, and retaining sales people. 10.5. Point-of-sales promoters. 10.6. Motivating the sales organization. 10.7. Getting paid. 10.8. Checklist for collecting payments -- ch. 11. Marketing to China. 11.1. The ear to the ground - understanding Chinese customers. 11.2. Product portfolio. 11.3. "Very cheap, very cheap"--Pricing strategies. 11.4. Why brand is so important. 11.5. PR and advertising. 11.6. Public relations. 11.7. Guanxi and marketing in China. 11.8. Branding with Chinese characters. 11.9. Brand names make a difference. 11.10. Chinese is unique. 11.11. Mainland China, Taiwan, and HK. 11.12. A few steps to successful marketing in China -- ch. 12. Successful execution demands top management attention. 12.1. Execution requires high-level, hands-on senior management attention, and follow-up. 12.2. You need to create a trusting and accepting culture. 12.3. Attaining hands-off. 12.4. Managing in downturns -- ch. 13. Dealing with head office. 13.1. Managing expectations. 13.2. Ensuring support. 13.3. Communicating and educating
A cheap crooner by the name of John Schwarz earns his keep on a ferry between Sweden and Finland singing evergreens for drunken passengers. One night, he loses his temper with a man harassing women in the crowd, beating him unconscious. As drunken brawls are commonplace on the Baltic cruising ferries, no one raises an eyebrow. No one, that is, but Detective Ewert Grens. Concerned by the details of the case report, Grens can't help but think someone capable of such violence must have a history of it. Suspicion turns to shock when Grens discovers that John Schwarz is not who he says he is, but instead John Meyer Frey--an American citizen from Ohio; shock because John Meyer Frey died on Death Row the previous year. This mystery initiates the most remarkable criminal investigation of Grens's career, the reverberations of which will reach the highest tier of international politics, and blow the worldwide debate on the death penalty wide open.
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