Technology Transfer From Germany To China

Many western companies went East and started subsidiaries also in China to use large costs reduction potentials and to get new market shares at potential 1.3 billion customers. This hype was justified with the resulting success of the companies and the raise of China to the world's biggest economy. Starting new business in China is not only related with success and increasing profit, because before being successful, a functional factory has to be set up. This includes the setup of a suitable and efficient Quality Management System (QMS) and the according Knowledge transfer. This sounds easy, but not all of the enthusiastic firms made it through the built-up phase. This Study researches the theoretical background of Chinese business environment, according to the High Level Structure needs of the ISO 9001, and then compares the culture and also investigates the individual network system. This theoretical analysis is then merged with the quantitative and qualitative results of an expert survey, of German experts of companies with comparable industrial products and QMS. The result is that the cultural differences are big enough to be considered, when making the strategy plan. Especially hierarchical and group social differences make it necessary that the right people have to be prepared to be send to the subsidiary for a certain period. For the Quality topics, the focus should be on the freedom for process adjustments, content of inspection plans, audit strategies, supplier management and failure analysis. Here has to be created and trained a more sensitivity not only to push colleagues or suppliers, but also to develop them. Cost pressure makes it necessary to produce also more complex products in China, why the suppliers also have to be fit for this new challenge. In the end it can be said that the successful startup mainly depends on the right people, placed in higher hierarchical positions, who train the new colleagues on site continuously and with great patience.

Explores technology transfer from both the American and Chinese perspectives, focusing on four American firms--Foxboro, Westinghouse, Cummins Engine, and Combustion Engineering--that have bridged the cultural, political, and economic gaps. Considers the stages of background and development, negotiations, start-up, and management of the ongoing process. Annotation copyrighted by Book News, Inc., Portland, OR

Die Inhalte und Methoden, die chinesische Forscher im Feld der Wirtschaftswissenschaften bearbeiten und verwenden, sind trotz des intensivierten wissenschaftlichen Austauschs noch immer weitgehend unbekannt in Deutschland. Der Herausgeberband "Technology and Innovation Management: Theories, Methods and Practices from Germany and China" gibt einen aktuellen Einblick in die Themengebiete, mit denen sich chinesische Wissenschaftler im Bereich der Technologieforschung in China und Deutschland beschäftigen und stellen diesen die aktuellen Forschungsgegenstände namhafter Vertreter der Forschung in diesem Bereich aus Deutschland gegenüber. Es entsteht ein informatives Bild der wichtigsten Zielrichtungen und Projekte, mit denen sich die Wissenschaftler aus den beiden Ländern inhaltlich und methodisch beschäftigen.

Digitalization is one of the biggest challenges of the 21st Century. In Germany, the concept of Industry 4.0 goes back to the high-tech strategy of the Federal Government and describes the interlocking of industrial production with the latest information and communication technology. In the intelligent factory, intelligent and networked machines will operate, decide and optimize largely autonomously in cooperation with humans. For China, the German concept Industry 4.0 is a strategic source of inspiration. Among other things, it was a model for the current Chinese innovation and industrial policy strategy Made in China 2025. This book is looking into different aspects of digitalization. Part 1 presents the concept of Industry 4.0, both, from the German and the Chinese perspective. Part 2 describes the Chinese innovation concept Made in China 2025 within different economic sectors in China and discusses to what extent Industry 4.0 might be considered its role model. Part 3 presents the opportunities and challenges of digitalization and big data from a regional perspective. Part 4 analyses the special aspect of the impacts of digitalization for the banking sector and international trade cooperation. Finally, Part 5 focuses on digitalization and innovation considering small and medium-sized companies in particular.