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A very worthwhile article can be read at ChinaTalk.com concerning the need for additional development within China’s management tiers:

However, Perkowski believes the most difficult problem to overcome is China’s so-called “management gap,” a legacy of state ownership and unbridled entrepreneurialism. Put simply, most managers in China are either too bureaucratic and very resistant to change, or entrepreneurial to the point of recklessness.

Business schools evolved in China during the 1990s and foreign multinationals introduced management development programs at the same time. But a real gap persists, he said. ASIMCO created its own program in 1997 to create what it calls “New China” managers, a step that Perkowski believes was the supplier’s most important undertaking since its founding.

Read the entire article here (page down for content).

A provactive article has been translated by Rich Kuslan at AsiaBizBlog.Com. It begs the question as to whether China should be looking to aquire U.S. assets at the same time it exports its way to success globally. When does the country really see its own potential become reason, in and of itself, to continue growing?

Chinese enterprises and the domestic market are not conformed to work well together. Is going to far-away America the way to become a hero or savior? The Chinese market is the one world market experiencing the greatest activity. Business from all over the world are running to China. Shouldn’t national enterprises first become strong and sufficient within China? What are they doing running off to America?

The stem cell research fiasco in South Korea is being noted by a number of developing economies who hope their future will be marked by fields of innovation that are as-yet undeveloped. To do so, their research capabilities need to mature in terms of respectability and sustainability. China’s leadership is paying attention to the problem, but needs to do more:

China’s science and research circles should pay special attention to the case because a weak review and evaluation system for research results a key underlying reason for Hwang’s fraudulent act is also a problem in China.

China has made great achievements in science and technology. Some of these innovations are world-class.

But the problems should be not overlooked. Incidents of plagiarism and fabricated facts in Chinese researchers’ work have often been heard in recent years.

Actually, it’s a warning even developed economies need to hear. Except their danger isn’t plagarism but rather comprimises due to political realities and being overly fixated on the short term. The reasons for wariness are different, but they have common solutions.

An interesting question asked and being debated here.

The founder of Vimicro Corporation, Deng Zhonghan, recently received an award for businessmen of the year. His business manufactures digital imaging processors for PC cameras. Of note is the distinction that separated Vimicro’s success - its ability to innovate and create new markets:

“Vimicro made it to Nasdaq not by relying on ‘made in China’ or China’s vast market to make the mark; rather, the key to success is ‘design by China’ or the mastery of core technology of proprietary of intellectual property.”