New Asian Emperors: The Business Strategies of the Overseas Chinese

by George T. Haley, Usha C. V. Haley, ChinHwee Tan

Overview

The New Asian Emperors shows how and why Overseas Chinese companies are achieving dominance in the Asia Pacific. In the wake of the Asian Currency crisis, this book takes a fresh look at the role of the Overseas Chinese as they continue to create some of Asia's most wealthy and successful companies.

In particular, the authors tackle the principal differences between Western and Eastern business practices. The Overseas Chinese, due to their origins and history developed a unique form of management - now they maintain it as their competitive advantage. Although Asian governments are currently floundering, the Overseas Chinese networks continue to prosper. The authors explain to Eastern and Western managers * the sources and characteristics of Overseas Chinese management * how to combat the Overseas Chinese * the strengths and exploitable weaknesses of the Overseas Chinese * whether Overseas Chinese management practices will spread in the same way as Japanese management did * whether Western management technologies will find themselves outclassed. A feature of the book is the exclusive, in-depth interviews with the New Asian Emperors since most of them avoid the press and little is known of them.

Readership for the New Asian Emperors includes managers of companies in, or considering entering, the Asia Pacific; the Overseas Chinese; managers involved in or studying strategic planning techniques; strategic planning academics; and businessmen who compete in their home markets against the growing number of increasingly successful Overseas Chinese multinationals, such as Acer Computers, Creative Technology, Shangri-la Hotels, Formosa Plastics or Singapore Airlines, just to name a few.

Product Details

ISBN-13:	9781118580509
Publisher:	Wiley
Publication date:	11/26/2012
Sold by:	JOHN WILEY & SONS
Format:	eBook
Pages:	256
File size:	2 MB

About the Author

George T. Haley (PhD, University of Texas at Austin) is Professor of Marketing, University of New Haven and Founding Director, Center for International Industry Competitiveness. He has been faculty at ITESM-Monterrey (Mexico), National University of Singapore, Queensland University of Technology (Aus.), DePaul, Fordham, and Baruch College. He has presented seminars to managers/policymakers on four continents, including for the National Intelligence Council, and the United States International Trade Commission and testified before the US-China Economic and Security Review Commission. He has over 100 articles, presentations and books including The Chinese Tao of Business. He consults with several multinational companies and governments in Asia, Australia, Latin America and the USA and serves on the Boards of Directors of listed companies, manufacturing organizations and government agencies.

Usha C. V. Haley (PhD, New York University) is Asia Programs Fellow, Ash Institute for Democratic Governance and Innovation, Harvard Kennedy School, Harvard University and Research Associate at the Economic Policy Institute in Washington, DC. She has been Professor at the University of New Haven and prior at University of Tennessee-Knoxville, New Jersey Institute of Technology, Australian National University, National University of Singapore and ITESM-Monterrey, Mexico. She has more than 150 publications, presentations and books including Multinational Corporations in Political Environments and The Chinese Tao of Business. She has testified before the Congressionally mandated US-China Economic and Security Review Commission and the Committee on Ways and Means, and presented before the US International Trade Commission. She serves on several corporate and government boards.

Chin Tiong Tan (PhD, Pennsylvania State University) is the Deputy President of Singapore Management University. He was a founding member of SMU and was its Provost from 1999 to 2008. He is active in management development and consulting. He designed and taught in many executive programs around the world, and is a regular speaker in the US, Europe, Australia, New Zealand, Asia and South Africa. He was the Academic Advisor to Singapore Airline's Management Development Centre for more than 15 years. He is on the Boards of Directors of several listed companies and served as strategic and business advisor to many organizations. He is the co-author of Marketing Management: An Asian Perspective, 5th Edition, 2009, Prentice Hall (with Philip Kotler).

Table of Contents

Preface xi

Acknowledgments xiii

Part I: The Foundations of Understanding

Chapter 1: Introducing the Overseas Chinese of Southeast Asia 3

Patterns of Chinese Migration 6

The trader pattern 6

The coolie pattern 7

The sojourner pattern 7

The re-migrant pattern 7

Who Are the Overseas Chinese? 8

What Is a Network? 15

The Role of the Overseas Chinese in Southeast Asia 26

The Role of the Overseas Chinese Worldwide 30

Following Chapters 31

Chapter 2: Confucianism Plus: The Philosophical and Cultural Roots of the Overseas Chinese 33

Confucianism’s Influence on Chinese Trade and Economics 42

The Family 50

The Relationships and Ethical Behavior 54

Differing Ethical Concepts 57

Chapter 3: The Overseas Chinese Today: Not the Family Business, But the Family as a Business 61

What Is a Chinese Network? 62

Discontinuity 62

Hierarchical and dyadic ties 63

Uprightness 65

Contextual morality 67

Flexible boundaries 68

Historical and Environmental Effects on the Overseas Chinese Business Networks 68

Distinguishing Cultural Traits 79

Firm-related attributes 80

Loyalty-related attributes 82

Trust-related attributes 83

How Networks Permeate Formal Structures 85

Part II: The Foundations of Analysis

Chapter 4: Introduction to an Informational Void: The Black Hole of Southeast Asia 91

The Informational Black Hole of Southeast Asia 94

Operating in an Informational Black Hole 114

Hands-on experience 127

Transfer of knowledge 128

Qualitative information 130

Holistic information processing 132

Action-driven decision making 132

Emergent planning 133

Chapter 5: Strategic Management of the Overseas Chinese Business Groups: Deciphering Patterns 137

Tacit Knowledge and the Informational Black Hole 138

Strategic Planning and the Networks 141

Planning, classically 142

Developing core competencies 144

Crafting strategies 145

A Summary of Overseas Chinese Management Practices 148

The Overseas Chinese and crafting strategy 149

How the Overseas Chinese plan 151

The Overseas Chinese and their core competencies 158

Part III: The Implications for Business

Chapter 6: In the Aftermath of the Asian Crises: Revolution or Evolution? 169

The Path of Destruction 170

The 1997–1998 Asian financial crisis 170

The 2002–2004 SARS crisis 173

The Post-crises Evolution of Overseas Chinese

Business Groups 175

Competitive Advantages of the Overseas Chinese 180

Speed 182

Knowledge 183

Guanxi 185

Empowerment 188

Competitive Disadvantages of the Overseas Chinese 190

Home turf only 190

Susceptibility to blind-siding 192

Poor proprietary capabilities 193

x new asian emperors

Family limits 194

Lack of professionalization 196

Chapter 7: Competitive Implications of the Overseas Chinese: Doing Business with the New Asian Emperors 199

General Implications for Multinationals 200

Specific Implications for Multinationals 204

Strategic competitiveness 204

Human resource practices 206

Products and technology 209

Contract flexibility 211

Distribution 212

Promotion and pricing 213

Implications for Regional Governments 213

Implications for Researchers 219

Speculations About the Future 221

The Adaptive-Action Road Map 224

The road of knowledge 228

The road of speed 229

The road of action 229

The road of results 230

The road of relationships 230

The road of quality 232

The road of passion 232

The road of legacy 233

Bibliography 235

Appendix: List of Interviewees 245

Index 247

Editorial Reviews

The Overseas Chinese represent what is arguably one of the most important economic and financial groups in the world, whose actions in the Pacific Rim and in other parts of the world have had profound effects on economic development, financial stability and instability, and the evolution of a wide range of industries in a global economic context. They also represent what is often a controversial economic and political force in countries dominated by other ethnic groups. This book provides a thoroughly authoritative and balanced assessment of the Overseas Chinese in terms of their roots, the role of family structures, management practices, and approaches to dealing with the Overseas Chinese business groups-which themselves will have to evolve rapidly in the years ahead if they are to succeed as true multinational enterprises. (Ingo Walter, Charles Simon Professor of Applied Financial Economics, Sydney Homer Director of the NYU Salomon Center, and Professor of International Business, Economics and Finance, Stern School of Business, New York University & Swiss Bank Corporation Professor of International Management, INSEAD)

Ingo Walter

Westerners have long assumed that there is one right way to organize and conduct large-scale business, on a foundation of rationality, individuality, and impersonality. This excellent treatise on the business philosophies and practices of the powerful the Overseas Chinese cannot fail to open Western minds to whole new ways of business thinking. Finally, a book to help Western business leaders understand the business philosophies and practices of the Overseas Chinese. Many practices of multinationals need to be altered if they are to compete with, or work with, the Overseas Chinese. This book is a must reading for any business that wants to succeed in Asia. The authors have presented a masterly picture of how business is done by the Overseas Chinese. (Philip Kotler, S. C. Johnson & Son Distinguished Professor of International Marketing, J. L. Kellogg Graduate School of Management, Northwestern University)

Philip Kotler

This book is very timely as it examines in a serious but readable manner both the strengths and weaknesses of the Overseas Chinese business community, and provides a framework for understanding how this vibrant community will resurrect itself from the current crisis.

Most books on the the Overseas Chinese business community have veered between extremes: either gushing with adulation, or portraying them as a semi-conspiracy. This book takes a balanced and holistic view, and weaves in the ethical and cultural traits of the Overseas Chinese with their management practices. (Ho Kwon-Ping, President, Wah Chang Group, Owner of Banyan Tree Resorts and Chairman, Singapore Institute of Management)

Ho Kwon-Ping

In the new Asia, especially after the crisis, there will be more and more Overseas Chinese marketers. This book is very important for those who want to deal with them successfully in the true market-based global economy. (Hermawan Kartajaya, President, Asia Pacific Marketing Federation)

Hermawan Kartajaya

The Overseas Chinese are among the most important groups of entrepreneurs in human history. Their contributions in the forthcoming economic reconstruction of much of East Asia will necessarily be immense. The New Asian Emperors provides a concise, highly readable and insightful analysis of why they are so critical to the future of the region and how their contributions are likely to be made.

This book should be core reading for anyone doing business in Asia at this crucial time. (Bruce W. Stening, Professor and Executive Director, Australia Asia Management Centre, The Australian National University)

Bruce W. Stening

The biggest effect of the Internet on the local business culture] would be to fill South-East Asia’s “informational black hole”, a phrase coined by George and Usha Haley and Chin Tiong Tan in an important study of overseas Chinese tycoons, New Asian Emperors (Butterworth-Heinemann, 1998). Developed economies are awash with public data to be crunched and pored over by analysts and market researchers. South-East Asia, by contrast, is conspicuously devoid of public information. That makes it hard for foreigners to do business there, but suits local tycoons splendidly. In the absence of public sources, information of any kind becomes private and privileged. It creates opportunities without risk. That is why the “bamboo network” of whispers and winks has proved so successful in the past.

Finding public information about the lack of public information is tricky, but Mr Haley and his colleagues had a good try. They used articles written about business in the region as a proxy, and found that in the late 1980s, when foreign investors were getting interested, Asian business received only 5% of the coverage of American business. In the early 1990s, as the tigers became more fashionable, coverage of Asian business went up, but not by much; and, surprisingly, when the tiger bubble was at its biggest, the number of articles declined. What little coverage there was, moreover, was mostly of tiny but developed Singapore.

Economist