By Jin Zhang
This e-book examines the function of company constitution, together with the position of company headquarters, within the good fortune of enormous enterprises in China.
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Extra resources for Catch-up and competitiveness in China : the case of large firms in the oil industry
1994). The argument is that in the multi-businesses companies, the ‘corporate parent’ – the corporate hierarchy outside of the businesses – has an essential role in making corporate strategy decisions. It is the parent that decides what new businesses to support, what acquisitions to make, and whether to form joint ventures and alliances. It is the parent that determines the structure of the corporation, deﬁnes budgeting and capital expenditure process, and sets the tone for corporate values and attitudes.
The policy expectations set out in more detail what the policy commitments mean in practice. They describe the boundaries for what is and what is not acceptable practice in BP and clarify what people can expect in dealing with BP. ETHICAL CONDUCT Policy expectations on ethical conduct include: respect for the law in the countries and communities in which BP operates; never to offer, solicit or accept a bribe in any form; to hold no secret or unrecorded funds of money or assets; to avoid situations where loyalty to the company may come into conﬂict with personal interests or loyalties; not to employ forced labour or child labour.
Castells, 1996: 190 and 193) Castells predicts that the large corporations can only survive by transforming their organisational form from ‘vertical, rational bureaucracies’ into ‘an articulated network of multifunctional decision-making centers’ (Castells, 1996: 166). The implication is that the survival of large corporations relies on their disintegration into a network of centres, each with decision-making autonomy. In the 1990s, big businesses underwent massive restructuring of their organisational structure and adopting new business model, focussing on core businesses, downsizing the workforce, and outsourcing non-core business activities (Ruigrok and Van Tulder, 1995).