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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.
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