Research On Comparative Study Of Organizational Structure And Innovations Between Canadian And Russian Enterprises In China

Recent successful factors benefiting a favorable investment climate in the People‘s Republic of China, the Russian investors keep on exporting capitals and hi-technologies to this country and creating a number of companies and businesses, including enterprise s, specialized in manufacturing. The most successful changes in investment practice come from China‘s investment environment and management concepts, as well as from factories and enterprises from Europe, the United States, Canada, and other countries around the world looking to invest in Chinese start-up companies. The present study develops an analysis of success factors for Canadian and Russian multinational companies in China; specifically, it is designed to compare the organizational structures and management techniques of Canadian nanotechnology companies and Russian high-tech production companies. These two countries, Canada and Russia, differ greatly in corporate culture philosophy, management, work style, regulatory compliance and many other aspects; for example, Russian companies have powerful scientific potential, as well as a strong technical base and reserves in high-tech fields and nanotechnology. On the other hand, Canadian companies have a unique multicultural management method, organizational structure and management experience in design; of course, Canada are ra nked world leaders in the field of nanotechnology. The theoretical models and methods of analysis and evaluation proposed herein, also take account of the organizational structure and design functions of enterprises operating under the aegis of the host country, China.The purpose of this Thesis, whose authors are Chinese and Russian and whose audience consists primarily of foreign business researchers in China, is to use theoretical models that advanced Western management organizational structure and design, in order to identify and analyze key success factors which might apply to Chinese and Russian co mpanies and employees. The dissertation extensive literature review on organizational structure, enterprise innovation, functional design, and other aspects of cross-cultural management, is introduced with other similar studies and publications for a more in-depth analysis and review of the current data and capacities for researching cultural impact on business practice.The present study is informed by both modern and classic research cases and the resulting theories: Mintzberg‘s organizational configurations architecture model on the basis of research; Woodward‘s rule for calculating rule of thumb; and Trompenaar‘s corporate culture fusion model. The theoretical academic literature posit a clear research model for organizations, which takes into account variable structure, cultural integration, corporate culture and innovation, as well as concepts of physical, time and cultural distances; this literature uses a rubric of Business Intelligence(BI), Competitive Intelligence(CI) and Contact Group(or Liaison Team, LT).In this study, data on 181 Canadian companies in China and 193 Russian companies in China were collected and compared. The operational thesis is that Canadian and Russian enterprises in China both face cross-cultural negotiations over organizational structure, innovation, evaluation, cross-organizational framework analysis and differences in design vision and function. This study uses the SPSS software program and structural equation modeling to analyze the data, with regard to internal relations in Chinese, Canadian and Russian high-tech enterprise organizational structures and functions, in order to determine the general patterns of business manag ement structure. In addition, organizational processes were evaluated with the Smart PLS test; and Kruskal-Wallis test software was used to detect the influence of human factors on organizational structure, culture and innovation – particularly to study how employees of different cultural backgrounds adapt to multinational organizational structures, management models and corporate cultures.Analyzing the qualitative and quantitative conclusions, supplementary findings and managerial implications of this stud y imply directions for further research. This study has made gratifying empirical achievements, and its reference value on the topic of innovation is certain to be rich; a fuller analysis and its accompanying charts and equations receive a fuller treatment in the research. This study shows that there are many similarities between current management practices in China and Russia. The Chinese management style, affected by its Soviet antecedent, inherits its conceptual framework, mainly reflected in human resource and work allocation. Canadian enterprise management personnel are not bound by any strict mode of management; rather, they adopt a framework and organizational structure suitable for a specific environment. Russian and Canadian companies often change organizational structures and management models to meet the needs of a concurrent situation.This dissertation aims to address a dearth of awareness of cultural difference; to avoid concomitant risks; to promote global business partnerships between countries; and to provide help for operators and producers: in short, to reduce the risk of failure to foreign-owned factories and enterprises due to imperfections in organizational structure.