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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).

An interesting article can be read here on China’s encounter with Islam in its western provinces. The approach China takes to this cultural engagement will be diametrically different than the approach the West takes and the results will be important to watch. Will two different strategies of engagement yield different results or the same?

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?

John Yunker’s most recent article at Corante.Com is a great example of the limitations to globalization. As Yunker points out, not all ideas transfer and the sensibilities of the local community need to be taken into account:

As Sesame Street has learned, the days of dumping dubbed videos onto other markets is coming to an end. Local competitors may not have the production values but they will beat you with the simple fact that they know their audience better than you do. So it’s not enough to do one iteration of globalization - be it product or Web site - and be done with it. The competitive bar will continue to escalate. That’s the great irony of globalization — on one hand we see commodization and harmonization as Starbucks, and the like, blanket the world, but we also see differentiation of a different kind as global brands reinvent themselves locally.

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.