The challenges of the global financial crisis, cut-throat international competition and globalization, and the pressure to deliver profits to shareholders all create a difficult environment for business leaders to operate while following principles of social and environmental “responsibility.” This difficulty triggered Prof Henri-Claude de Bettignies, CEIBS Distinguished Professor of Globally Responsible Leadership, to team up with Prof Francois Lepineux, Head of the Centre for Responsible Business at Rennes School of Business (Brittany, France) to publish Business, Globalization and the Common Good  (2009, Peter Lang).

The combination of the peaceful rise of the Chinese economy and the unprecedented global “flattening” and the fierce competition in the domestic market have created the perfect opportunity for Chinese companies to go global by means of organic growth, mergers and  acquisitions, and strategic alliances. So, how should these enterprises position themselves globally as they work towards realizing their global ambitions? How to choose an appropriate path of globalization? And how can Chinese companies quickly and effectively develop the organizational capabilities needed to make it on the world stage?

Co-edited by CEIBS Associate Professor of Entrepreneurship S. Ramakrishna Velamuri, Entrepreneurship in Emerging Regions Around the World - Theory, Evidence and Implications (Edward Elgar Publishing, July 2008) serves up valuable lessons on entrepreneurship in some of the globe’s hottest regions. Presented in a four-part combination of 10 detailed case studies, the book gives readers an inside view of what it takes to run a business in India, China, Ireland, Eastern Europe, North and South America, and North and South-East Asia.

By deviating from the West's democratic orthodoxy and emerging as an economic superpower nonetheless, China is worry to the West because it fears that Chinese economic development and social progress, through a different, non-Western style, may be right for Africa, writes Prof Kwaku Atuahene-Gima, a professor at the China Europe International Business School (CEIBS) based in Shanghai, China

If CEIBS Management Professor Per Jenster had followed his own theories taught in his EMBA course Strategic Management, he would have thought twice before entering the wine business - a sector he describes in lectures as a 'structurally unprofitable industry' in which ease of entry is only rivaled by the difficulty of exiting with success.

While most of the world's vintners-and many economists-agree that it is becoming increasingly difficult to turn a profit making wine, china's wine industry is growing by about 39 percent on the expected value for 2007 (ISIEmerging Markets Database, 2006). In his research paper entitled Dragon Wine: Developments in the Chinese Wine Industry, CEIBS Professor of Management Per Jenster outlines why. the paper has been accepted by the International Journal of Wine Business Research and is tentatively scheduled for publication later this year.

Last year, Mindray Medical founder and chairman Xu Hang (CEIBS EMBA 2002) made his company China's first U.S.-listed medical equipment supplier. This year, he is taking on global rivals including GE and Philips - on their own turf.

Countless anti-Chinese business articles have been published around the world this summer. For readers, it looked like a contest to see which writer could use the most aggressive headline.

Over the last two years there has been a considerable increase in the interest shown by Chinese companies to acquire Western businesses. This trend stems from the need to acquire new markets, technology, know how, brand recognition and other capabilities from abroad faster than they can be developed domestically. It is also being encouraged by steps the Chinese Government is taking in recognition that failure to acquire these missing elements could slow down China's rapid economic pace. However, acquisition of foreign businesses presents many new challenges for Chinese companies.

The overriding theme of 2004 was "macro-regulation" for China. Despite worries and panics, the nation seemed to have a safe voyage. But what perplexes us most is why this happens repeatedly since the reform and opening-up whenever we try to speed up the economic growth but have to slow down due to the bottleneck of resources and the pressure of inflation. Will such a problem become a lingering nightmare? Will the labor-intensive growth pattern featuring high investment and low efficiency ensure sustained industrialisation and modernisation? The nation is developing its "Eleventh Five-Year" Plan, and at this critical moment, we must discover a new and proper road to industrialisation and economic growth pattern.