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Essay / Research Paper Abstract
A 4 page paper discussing the improvements in corruption in China over the past decade and the emergence of newer concerns. Whereas corruption was of greater concern in the past, that issue slowly fades as new concerns over intellectual property intensify. The paper discusses General Motors’ experience in loss of an intellectual property lawsuit in China, concluding that China does present immense opportunity for those MNEs able to set and maintain their own course, rather than yield to the temptation to “go with the flow.” GM’s experiences provide lessons for others, which include dedication to purposeful ethical behavior. The business environment in China has improved in some areas over the past decade; MNEs can expect those improvements to continue. Bibliography lists 5 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KSchinaBizGM.rtf
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Unformatted sample text from the term paper:
every large multinational enterprise (MNE), General Motors views its place in China as fortuitous and full of promise for the future. Operation there is difficult, however, and forces management
to actively assess ethical choices on a daily basis. Ruud (1998) says, Corruption is a term used for a great variety of phenomena (bribery, nepotism, embezzlement, etc.) that
are united only in the detrimental effect they allegedly have for economic growth, equality of opportunity and political stability. The practice is so
ingrained in many cultures, however, that it takes on the characteristics of an underground industry that makes little effort to conceal itself. Historically, China has been one of those
countries. Recent History Those leaders most interested in the welfare of their people appear to be the least likely to participate in corruption.
Government officials in China rarely ever take bribes themselves, but the agents of expediency that can break through red tape most likely are related to the officials in charge.
As long ago as 1994, however, a few authors were encouraging American business to take heart, that the international bribery situation could not
last indefinitely (Ettorre, 1994). The reassurances were of little comfort to expatriate managers who were in the position of having to compete with businesses from other developed nations such
as Germany, which made bribery at home highly illegal yet allowed corporate tax deductions for the amount of international tribute they had paid within the year. The American expatriates
experience ran more along the lines of "get that contract, but dont break the law" (Ettorre, 1994; p. 20). Signs visible even in
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