The rapid growth of China's automotive industry has led to the development of a significant automotive parts subsector as well. The Chinese auto parts industry is largely focused around the Yangtze River Delta, which accounted for 42 per cent of total production in 2000. Within this region, Shanghai is the largest manufacturing center for auto parts with 25 per cent of total production in 2000. Zhejiang and Jiangsu accounted for 10 per cent and 7 per cent of total production in 2000 respectively. Following China's accession to the WTO in late 2001, the growth rates accelerated. To fulfil its ambition to become the main base of operations for leading foreign auto companies, China must establish a world-class automotive parts industry. This market research report addresses issues of interest to investors, presents our main survey and research findings, and analyzes legal and production aspects. It concludes with a look at future developments in this key industry. A directory of useful contacts appears at the end.

In 1998, there was the latest in a long and complex history of takeovers that had bedevilled Rolls-Royce and Bentley since the companies were founded. This resulted in Volkswagen taking ownership of the factory in Crewe, together with the Bentley range and name, while BMW moved Rolls-Royce production to a new site in Sussex. On 30 August 2002, the last Crewe-built Rolls-Royce rolled off the production line, bringing the era of Crewe-built Rolls-Royces to an end. Peter Ollerhead, an ex-Rolls-Royce employee, has spent years researching the history of the company in Crewe, from 1938 to 1998, focusing on the endeavours and the experiences of its employees: this is a book about people. The detailed text, illustrated with over 80 photographs, explains how the initial establishment of a Merlin aero engine factory was thwarted by the problems of building on a greenfield site, where the early days of skill shortages, a chronic need for housing and a strike were followed by a bombing raid in 1940, in which seventeen employees were killed. The arrival of car production just after the Second World War is fully covered, as are the other enterprises that helped to keep the company afloat, from War Department power units to hip joints for the NHS. Despite a troubled history - with two major fires, bankruptcy and large-scale redundancies - Rolls-Royce was Crewe's largest employer for many years, produced the world's best luxury cars, and influenced and shaped the town as no other company has done. This book is a fitting tribute to the generations of workers who made it all possible.

Just over 100 years ago, a small engineering concern in Vauxhall, South London, made its first motor car. Named after the place it was built, the Vauxhall was a revelation. Within a few years of expansion, production had moved to Luton. Vauxhall was purchased in the 1920s by General Motors and its most famous models include its Edwardian Prince Henry, the PA Cresta, perhaps the most distinctive of its American-styled cars, as well as the Astra, Cavalier and its 1970s rally winning cars such as the Firenza and Chevette. Since the 1950s, Vauxhall has remained one of Britain's most popular car makes, with many millions of its cars sold worldwide. Its F-type Victor was at one time the biggest export earner for Britain with over 200,000 sold abroad and the PA was the first true motorway cruiser built in Britain. Vauxhall: A History tells the story of the cars, the people that built them and also of Bedford, the truck and van division of Vauxhall.

The historical-structural method employed here rejects analyses that are excessively voluntaristic or deterministic. The authors show that while the state was able to mitigate certain adverse consequences of TNC strategies, new forms of dependency continued to limit Mexico's options. Originally published in 1985. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

In studying the impact of industry on class organization, social scientists have assumed that the effects of technological advance increase with time and that, as technology molds, dehumanizes, and alienates workers, the pressure mounts to change the system through political action. William H. Form tests these assumptions in his study. The author considers whether workers have more to do with one another as societies industrialize, whether they become more involved in organizations, and whether these involvements become distinctively similar, creating an organizational basis for a solidary working-class movement. To examine these questions, he chooses four countries (India, Argentina, Italy, and the U.S.) that vary in the extent of their industrial development. He then compares samples of skilled, semiskilled, and unskilled workers in order to ascertain how specific technologies to which they have been exposed affect their behavior in systems such as the work group, union, party, neighborhood, and nation. Originally published in 1976. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

Alfred P. Sloan Jr. became the president of General Motors in 1923 and stepped down as its CEO in 1946. During this time, he led GM past the Ford Motor Company and on to international business triumph by virtue of his brilliant managerial practices and his insights into the new consumer economy he and GM helped to produce. Bill Gates has said that Sloan's 1964 management tome, "My Years with General Motors," "is probably the best book to read if you want to read only one book about business." And if you want to read only one book about Sloan, that book should be historian David Farber's "Sloan Rules,"
Here, for the first time, is a study of both the difficult man and the pathbreaking executive. "Sloan Rules" reveals the GM genius as not only a driven manager of men, machines, money, and markets but also a passionate and not always wise participant in the great events of his day. Sloan, for example, reviled Franklin Roosevelt and the New Deal; he firmly believed that politicians, government bureaucrats, and union leaders knew next to nothing about the workings of the new consumer economy, and he did his best to stop them from intervening in the private enterprise system. He was instrumental in transforming GM from the country's largest producer of cars into the mainstay of America's "Arsenal of Democracy" during World War II; after the war, he bet GM's future on renewed American prosperity and helped lead the country into a period of economic abundance. Through his business genius, his sometimes myopic social vision, and his vast fortune, Sloan was an architect of the corporate-dominated global society we live in today.
David Farber's story of America's first corporate genius isbiography of the highest order, a portrait of an extraordinarily compelling and skillful man who shaped his era and ours.