Qiwen Lu
- Published in print:
- 2000
- Published Online:
- October 2011
- ISBN:
- 9780198295372
- eISBN:
- 9780191685101
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198295372.003.0005
- Subject:
- Business and Management, International Business, Innovation
This chapter discusses how China Great Wall Computer Company (CGC) transformed China's state-run computer industry as a result of exploring new organizational forms and adapting to a new business ...
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This chapter discusses how China Great Wall Computer Company (CGC) transformed China's state-run computer industry as a result of exploring new organizational forms and adapting to a new business environment at the highest level of the industrial administrative hierarchy. The CGC is a fully integrated high-tech enterprise group engaging in a wide range of IT related businesses, including R&D, manufacturing, distribution, services, systems integration, foreign trade and finance. The foundations for the success of the CGC were laid by the indigenous product innovations that met specific local needs from the very beginning and the corresponding adoption of a market-oriented organizational structure. The Great Wall Model, with its four basic ingredients — market orientation, independent product development, OEM production arrangement, and dealership distribution system — proved that it was possible to build a competitive enterprise without relinquishing state ownership altogether.Less
This chapter discusses how China Great Wall Computer Company (CGC) transformed China's state-run computer industry as a result of exploring new organizational forms and adapting to a new business environment at the highest level of the industrial administrative hierarchy. The CGC is a fully integrated high-tech enterprise group engaging in a wide range of IT related businesses, including R&D, manufacturing, distribution, services, systems integration, foreign trade and finance. The foundations for the success of the CGC were laid by the indigenous product innovations that met specific local needs from the very beginning and the corresponding adoption of a market-oriented organizational structure. The Great Wall Model, with its four basic ingredients — market orientation, independent product development, OEM production arrangement, and dealership distribution system — proved that it was possible to build a competitive enterprise without relinquishing state ownership altogether.
