The rise of China as an economic superpower is one of the most dramatic developments in the history of capitalism. The transformation of the country from a closed planning economy to a dynamic capitalist society in the past 30 years can be broadly attributed to the changes in three broad inter-related areas: institutional reforms (especially at the level of governments), organisational innovations (especially the emergence of various private and hybrid management organisations), and foreign investment (especially the huge influx of FDI). This book is a collection of cutting edge research that reviews the path the country's institutions and organisations have taken and the role of foreign investment has played during the past three decades.

Dynamics of International Business: Asia-Pacific Business Cases brings the challenges and complexities of the contemporary international business environment into the classroom. These authentic case studies, based on recent research and events, enable students to engage with the economic, social, political and intercultural factors that impact on international business and understand how these factors are addressed in the real world. Designed to facilitate a problem-based learning approach, the cases in this book: * draw on a diverse range of businesses and industries - from seafood to video games to renewable energy * illustrate fundamental themes and concerns within global business, including ethics, sustainability, emerging markets and cultural and legal differences * span many countries across the Asia-Pacific region * include discussion questions that encourage students to apply international business theory in the context of realistic scenarios * include references and suggestions for further reading. Extra resources for instructors, including case synopses and learning objectives, are available on the companion website at www.cambridge.edu.au/academic/internationalbusiness.

All teaching institutions recognise the need to make continual improvements in the quality of teaching and learning. But how, in the resource-constrained environments of universities, can quality be improved without increasing resources to fund it? The governing body at the University of New South Wales gave its president and vice-chancellor three years to find a way to do just that in the area of student assessment. Improving Assessment in Higher Education offers a wealth of detail on this innovative project which aimed to improve the efficiency of student assessment while maintaining and improving its quality.