The China Pakistan Economic Corridor (CPEC) is a flagship program of China's 'One Belt One Road' initiative, created to boost economic cooperation between China and Pakistan with significant political and economic implications in the region. This book looks at critical issues when developing capabilities of cross-cultural management, adaptation and adjustment through cross-cultural understanding and network building from the CPEC case study. The book highlights the importance of acculturation experience, cross-cultural networking, networking behaviour (guanxi vs. hawala), and factors influencing cross-cultural adjustment, which would enhance the overall performance of 'One Belt One Road' projects in general. It looks at how the Chinese and Pakistani employees' national cultures affect their behaviour while working on the CPEC projects. The book offers insights into what cross-cultural adjustments are effective in creating improved individual and organizational performance. In an increasingly globalized world in which the practice of working with people from multiple cultural background is more of a norm, this book will be a useful reference for those who are interested to achieve success in multi-cultural settings.

This book documents and explains how strategic human resource management (SHRM) and high performance work systems (HPWS) have been adopted among indigenous enterprises, namely state-owned enterprises (SOEs) and domestic private enterprises (DPEs) in China, from both management and employee perspectives. The book examines the mutual relationships between employees and their supervisors/ managers through social exchange theory. It explains how and why employees develop their perceptions and relationships with their immediate supervisors/managers in the working environment and the consequent effects on their attitudes and behaviour at work. Given the importance of the Chinese economy in the world, and the impact of its 'open door' policy and economic and management reforms, this book will provide valuable insight into China's SHRM and HPWS.

This book documents and explains how strategic human resource management (SHRM) and high performance work systems (HPWS) have been adopted among indigenous enterprises, namely state-owned enterprises (SOEs) and domestic private enterprises (DPEs) in China, from both management and employee perspectives. The book examines the mutual relationships between employees and their supervisors/ managers through social exchange theory. It explains how and why employees develop their perceptions and relationships with their immediate supervisors/managers in the working environment and the consequent effects on their attitudes and behaviour at work. Given the importance of the Chinese economy in the world, and the impact of its 'open door' policy and economic and management reforms, this book will provide valuable insight into China's SHRM and HPWS.