Purpose – This paper aims to consolidate prior research from policy and management domains to identify stages in China's technological learning within the imitation paradigm during 1949‐2001, focusing on changes in the government's strategic priorities and policies and the nature, mode and...

This book examines the role of venture capital institutions in financing technology-based ventures both in developed and developing countries. It also explores that part of venture capital activity which is hitherto vastly under-researched; namely the ability of venture capital institutions to...

This final case of the 3-case series describes the grim situation facing SAIC in late 2008, pummeled by the financial crisis after seemingly overcoming some of the major challenges of the first two years as controlling shareholder of Ssangyong. The Ssangyong union was again resisting proposed...

This second case of the 3-case series describes events from the time the deal was signed in October 2004 through October 2006. The new owners faced a range of major challenges to achieving the strategic objectives driving the acquisition. These included significant resistance and distrust from...

Shanghai Automotive (SAIC), one of China's "Big Three" automakers, paid US$571 million in 2004 to acquire a controlling majority share in Ssangyong Motor of South Korea to help SAIC achieve its strategic objectives of developing its own passenger car brand and expanding operations...