Emerson Process
Pre-Departure Report
Slippery Rock, Inc.
Marcelo Castro, Scott Elmore
Lisa Matlock, Laurentiu Pascu
TABLE OF CONTENTS
Abstract..................................................................................................................... 2
About Emerson Process............................................................................................ 3
Sales .......................................................................................................................... 4
By Geography ................................................................................................. 4
By Segment..................................................................................................... 4
Leadership ................................................................................................................ 6
Products and Services............................................................................................... 7
Automation and Architecture....................................................................... 7
Final Control Devices.................................................................................... 7
Measurement and Analytical Instruments................................................... 8
Systems and Software ................................................................................... 8
Projects...................................................................................................................... 9
Strategy ..................................................................................................................... 9
Global Strategy ............................................................................................... 9
China Strategy............................................................................................... 12
Barriers to Strategy Implementation ..................................................................... 12
The Talent Shortage in China ........................................................................ 12
Implications for Emerson Process.................................................................. 13
Keys to Success ....................................................................................................... 13
Open Communication at All Levels............................................................... 13
Leadership Development............................................................................... 14
Customer Commitments are Sacred............................................................... 15
Winning the War on Talent.................................................................................... 15
Cultural Differences ............................................................................................... 16
Internal Culture ..................................................................................................... 18
Questions for Emerson Process .............................................................................. 20
References ............................................................................................................... 21
1
ABSTRACT
This report presents Emerson (EMR), a global technology and engineering firm’s history
and overview, since its inception in 1890 in St. Louis to how the company is currently
structured. The financial outlook and strategy of the company will be presented and how
the leaders of the organization have adapted their philosophy to the changing Global
environment. China has been a crucial segment of Emerson’s business and this report
will share some of the company’s challenges and successes experienced through the
cultural exchange, local & global strategy, and performance.
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ABOUT EMERSON PROCESS MANAGEMENT
Emerson was formerly Emerson Electric Manufacturing founded in 1890 by two
Scottish brothers named Charles and Alexander Metson. The Emerson name comes from
their financier John Wesley Emerson. The company was founded in St. Louis, which still
remains its global headquarters. The company’s original product line was electric motors.
(1)
In 2000 the Emerson Electric name was simplified to Emerson in order to
establish the brand across its several divisions and foster inter-organizational
collaboration to better leverage its different businesses and their respective products and
services in a transparent manner. This is in part to better establish its global presence as
one company and brand, and to optimize its many brands and product acquisitions
throughout the years.
Today Emerson is a diversified manufacturing and technology firm with 137,000
employees worldwide. In 2007 Emerson reported $22.5 billion in sales and net earnings
growth of $2.1 billion (16%). Earnings per share increased 19% over 2006 to $2.66. (2)
Emerson’s market capitalization is $42 billion. (3)
Emerson Process Management [EPM] is one of five businesses under parent
company Emerson [EMR]. Emerson’s other businesses include Emerson Industrial
Automation, Emerson Network Power, Emerson Climate Technologies, and Emerson
Appliance and tools. (2)
3
SALES
By Geography
Their global success so far is demonstrated by the resulting 10% increase in
international sales from 42% in 2002 to 52% in 2007. U.S. sales were 48% while Asia
represents 16% of total sales. Europe recorded the second largest percentage of total
sales at 23%, and other regions such as Latin America and the Middle East account for
13% of revenues. (2)
Figure 1
2007 Sales by Geography
By Segment
Emerson 2007 sales by business unit were: Process Management - $5.7 billion,
Network Power - $5.2 billion, Appliance and Tools - $ 4.4 billion, Industrial Automation
- $4.3 billion, and Climate Technologies - $3.6 billion. (2)
4
Figure 2
2007 Sales by Segment
Among the five businesses, Emerson Process Management is the largest in terms
of sales, representing 25% of Emerson sales in 2007. This is a 17% increase of $824
million from 2006. This growth was due to higher sales in all regions with the Middle
East, Asia, and the United States having the largest growth by 63%, 12%, and 10%
respectively. Europe and Latin America had increases of 6%. (2)
Asian growth in particular has been driven in part by high demand for oil
resulting in increasing demand for expansion in the gas and power process sector in
China. Asian growth in 2007 was 17%, an increase of 2% from 2006. (2)
Emerson Process Management Shanghai is the flagship facility for the Asia
Pacific region which is headquartered in Singapore. The 10,000 sq ft facility was opened
in the Pudong region of China in 2003 with over 200 employees. (4) Emerson Process
China has approximately $30.4 million dollars in sales with approx 1000 employees
regionally and today there are approximately 800 employees. (5)
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LEADERSHIP
Chuck Knight ran Emerson for 27 years from 1974 to 2004. He joined Emerson
as a management consultant and later became CEO in 1973 when he was just 37 years
old. With consistent tough-minded management, he led Emerson’s revenue growth from
under $1billion to $15 billion.
David N. Farr has been President of Emerson Electric Co. since November 1,
2005 and Chief Executive Officer since October 2000. Mr. Farr also serves as Chief
Executive Officer of Emerson Network Power Embedded Computing Business and
Emerson Storage Solutions. He previously served as Senior Executive Vice President
and Chief Operating Officer of Emerson Electric Co. Mr. Farr joined Emerson Electric
Co. in 1981 and has held numerous positions such as Manager of Investor Relations.
Michael H. Train became the President of the Emerson Process Management Asia
Pacific region in 2002. He can be considered “an American Asian”. He has a vast
experience in Asia. He worked in the Tokyo and Hong Kong offices for several years
before taking over the headquarters office in Singapore.
Sweechee Lee is the General Manager at Emerson Process Management China.
He took this position more than 12 years ago.
In 2007 Emerson was recognized as one of China’s Top Employers in the Shanghai
region for its highly regarded creation of an operating environment in which people can
and do make a difference.
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PRODUCTS AND SERVICES
Emerson Process Management is a leading process automation business. They
serve all process industries such as: Chemical, Food and Beverage, Life Sciences, Oil &
Gas, Marine, Metals & Mining, Power, Pulp & Paper, Refining, Water and Wastewater.
Emerson Process automates their clients’ plant production, processing, and distribution
through their products, consulting, engineering services, and project management, as well
as training, and sustained service and maintenance of their products.
As part of the automation process, they draw from various products either
developed or acquired through a long history of mergers and acquisitions of some well
established manufacturers and brands in process applications. Their main product
categories cover the full gamut of requirements needed for the most up to date technology
in process automation. They include: automation architecture, final control devices,
measurement, and analytical instruments and software. (6)
Automation Architecture (7)
Emerson Process integrates the automation technology and services of their full
product line with PlantWeb®. Some characteristics that differentiate PlantWeb® from
other automation architecture are its predictive intelligence, networked vs. centralized
layout, and its use of Foundations Fieldbus to standardize all levels of architecture.
These characteristics allow for better detection, communication, and standardization in
plant automation, resulting in reported efficiency improvements of at least 2%.
Final Control Devices (8)
As a comprehensive source for process automation, Emerson offers a wide variety
of instruments and equipment through its various divisions. With Its rich history of
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development and acquisitions of world class brands such as Fisher® Control Valves, and
Regulators, Emerson offers a broad scope of high quality options in fluid controls. Other
control device divisions such as Valve Automation, Inc. complement its fluid control
equipment – with such key brands as Bettis, Dantorque, El*O*Matic, Hytork, Filed, and
Shafer. This strategically allows Emerson to source equipment for any of its projects
across process industries.
Measurement and Analytical Instruments (9)
In addition to equipment sourcing Emerson adds value to the process industries
market by offering a diverse portfolio of remote measurement and control systems. This
product group includes Daniel Measurement control Inc., Rosemount, Micro Motion,
Bristol, ControlWave, Helicoid, ROC and FloBoss. All are established and well known
specialty products for this stage of process automation.
Systems and Software (10)
The systems and software category provides many remote and digital
complements to the PlantWeb architecture. The company give seminars in the Smart
Safety Instrumented Systems (SIS), which is integrates intelligent field devices,
predictive diagnosis tools, and digital communications to increase system availability,
reduce life cycle costs and labor intensive redundancies – resulting in more process
efficiencies. Additionally, the Process and Water Solutions expertise offers complete
packages designed specifically for the high growth power generation and waste water
treatment sectors in Asia.
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PROJECTS
Since its inception Emerson Process Shanghai has been awarded very high profile
projects for plant automation. One such example began when in February 2003 SECCO
awarded the Emerson Pudong facility a $30 Million project to automate its 10 plant
petrochemical complex. Emerson Process assumed the role of SECCO’s main instrument
vendor (MIV) and also helped manage multiple suppliers and engineered and
implemented automation controls. Emerson did so through installation of its PlantWeb®
digital architecture along with Foundation field bus technology allowing for a
standardized and automated approach. According to Zhang Ziliang - SECCO Project
director - “On such a massive and centralized scale, this is probably the first project of its
kind ever.” (11)
STRATEGY
Global Strategy
During Charles Knight’s reign as CEO of Emerson, the company was mainly
operating in industrialized nations, which is different from how the organization is
structured today. Today Emerson has 55% of its 137,000 employees operating in China,
Mexico and Eastern Europe. (16) Its research and development is now conducted in
countries like India, China, Philippines and the United States. (14) The company has gone
through major changes, since Emerson is adapting its strategy to the constantly changing
environment of Globalization. By adjusting itself to a new Global environment, Emerson
has outperformed Wall Street by 30% since 2000, which is far better than the
performance of its prime competitors such as GE, ABB, and Hitachi. (15)
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The overall strategy of the company has the title “The Emerson Way”, which has
a top-down influence to all the employees in the organization. The items that make up
the Emerson Way are as follows: strong conservative management, reduce costs by
improving factory processes, top down planning, profit tsars, follow through, reduce
labor costs by expanding production to lower wage countries and to keep a low profile.
(17)
The Emerson Way was established by Charles Knight, the former CEO and has been
continued by the current CEO, Mr. David Farr. In the first quarter results of 2008, Mr.
Farr stated “Our focus in 2008 is investment, technology and having a Global presence”,
which continues to reinforce their strategy of establishing themselves in the Global
market. (16)
Under strong and conservative management, the company only had 3 CEO’s in
the last 50 years, which is not typical for companies in the Fortune 500. Charles Knight
was the CEO for 27 years and was replaced by Mr. Farr in 2000, which has continued to
provide strong results, especially against its competitors. Top down planning, is one of
the key strategies that the company preaches, as the executive team looks at opportunities
and analyzes them thoroughly before taking action. Emerson’s main form of growth is
through acquisitions and they do this by getting the details right before taking action. In
2007 it acquired Lionville Systems and Motorola Embedded Communications to add to
its revenue growth.
The “Profit Tsars” is the method in which their top executives are selected from
the middle management. The company looks at performance and profit generating
abilities, to make the selection for members of its executive team. Succession planning is
extremely important to Emerson’s strategy as the CEO sets the pay for his top 700
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employees. The CEO also takes time to visit his top 500 middle management staff to
share ideas and to understand the pressures being faced at the lower levels of the
company, which is done about 12 days a year. (15) The company also uses its internal tool
of the “profit waterfall” which is the company’s system of looking at positive and
negative pressures that the managers face and to continuously analyze them for
improvement. (17) Since a lot of the direction comes from the top of the organization, the
follow through is critical for the success of the company, and if the ideas are not
implemented properly, it is then viewed that the idea does not carry value and then
discarded
One of the strategies that’s carried out all over the world and is present in China is
for the company to have a low profile. The company believes that it is more important to
invest in research and development versus public relations. The company does not have
a public relations department and for a company of its size ($22.6 billion in revenue) it is
not the norm. Emerson decides to use its resources in research and development which is
about $650 million a year. In 2008, 530 new products were introduced which is about
double what it produced in 2000. This strategy is very different from its competitors in
the industry such as GE, ABB and Hitachi who spend a vast amount of resources in
increasing its public image. Since a good portion of the company’s resource goes toward
R&D and little is done for its public image, this explains why the company is not well
recognized outside of its industry. According to Mr. Farr “People may call us boring –
but if we are, that is OK.” (15)
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China Strategy
In a recent interview, Mr. Mike Train, the President of Emerson Process Asia, shared
some of his strategies and challenges that he is currently facing. One of the goals for
Emerson Process is to have the operation managed with local talent. Today 90% of the
supply produced in Asia is manufactured locally. This allows Emerson to compete with
other local low cost providers. One of his comments was “I think there is hyperactive
competition in China. There are cases were pricing has been low. If a supplier made the
right investments, like investing in local manufacturing and expertise, the margins are
manageable, as has been the case with Emerson.” (12)
One of the challenges we are currently facing is to attain local talent. The
difference in China is that it is driven by growth and not the aging work force like Japan
and US. For Emerson to continue its positive growth and strategy, it will have to find
new ways to attract a talented workforce. According to Mr. Train, China is moving away
from creating plants that employee 15,000 for social reasons, to creating higher
automated facilities. This will reduce the pressure on the demand for labor and increase
the demand for their products. (12)
BARRIERS TO STRATEGY IMPLEMENTATION
The Talent Shortage in China
The talent crunch in China has many implications for Emerson Process. As
mentioned previously, the “Emerson Way” focuses on promoting from within and on
“Profit Tsars” to ensure the organization selects top management from its mid-level
management talent pool. While the number of Chinese students graduating from higher
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institutions is steadily rising, the demand still far exceeds the supply of intellectual
talent. It is possible that companies such as Emerson Process will reap the rewards of
this abundance of new graduates in the future; however, the current strategy must focus
heavily on training, development and retention. Subsequently, the organization is faced
with the need to attract talent and position themselves as an employer of choice in a
market where the career options for candidates are many.
Implications for Emerson Process
Recent research by Manpower indicates that China is faced with a “Talent
Paradox.” Despite the fact that China has a population of 1.3 billion, China’s relentless
growth has caused the need for the country to develop talent at a much faster rate than
ever before. The current numbers indicate that China will need 1.1 billion workers by
2020 to operate effectively. (18) Ultimately, not finding the right people, with the right
skills, at the right time has the ability to halt business growth. As a result, Emerson
Process must be dedicated to finding new ways of attracting talent, understanding
employee needs and perfecting ways to retain key players to ensure they can compete
with the rising cost of employment.
KEYS TO SUCCESS
There are three key areas where Emerson Process excels which are driven by the
company’s culture, noted by the company’s leaders as “The Emerson Difference.” (19)
Open Communication At All Levels
As an organization Emerson Process places strong emphasis on keeping open
communication at all levels. The company communicates strategic goals to all levels of
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the organization, creating a culture where all from line employees, managers and
supervisors know the business, understand profit and loss and the overall performance of
the company. (19) This type of culture is what drives a culture of learning, a variable
critical to the retention of the Chinese workforce. In China, leaders need to be able to
operate effectively at the macro level but also have an innate ability to manage at a micro
level. As Chinese employees respond best to hand-on leadership and a strong
understanding of expectations, Emerson’s ability to incorporate and engage the entire
workforce will enable it to reap the rewards of retention, inevitably allowing it to close
the gap on the competition.
Leadership Development
The organization makes a commitment to developing “high-potential” people,
tracks their progression and creates individual development plans to ensure they have a
strong pool of leaders which supports the company’s growth. “Emerson seems to attract
some of the best people in the industry, and keeps developing the next wave of leaders.”
(19)
A survey by Right Management indicates that companies operating in China need to
ensure that individuals and employees have clear development goals and performance
objectives. “Clearly setting out your expectations and specific performance criteria as
well as giving feedback to employees is probably more important in China than it is
elsewhere, because of the way Chinese people work.” (18) Emerson Process does exactly
that, which has enabled them to avoid the proverbial “revolving door,” that so many
companies operating in China face.
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Customer Commitments Are Sacred
At Emerson Process, keeping with the Emerson Difference also means that
“Customer Commitments are sacred.” A strong focus on solving customer problems and
honoring the people who satisfy customer needs means that Emerson people are
empowered to make decisions that directly impact their clients. By eliminating the
normal chain of command and enabling employees to act, the organization creates a
climate for employee satisfaction. (19) Chinese employees want to work for organizations
with distinct work cultures and values; therefore, employees at Emerson create strong
bonds around the value of the customer thereby increasing the company’s ability to retain
top talent. (18)
WINNING THE WAR ON TALENT
On the whole, the talent shortage in China has had a significant impact on
companies operating in China. “Among members of the American Chamber of
Commerce in China, 41 percent of companies and 48 percent of manufacturers report
being negatively affected by increased salary and wage expenses. (18) Emerson’s ability
to retain its intellectual talent has never been more critical than it is currently. (20) An
inability to source talent fast enough to meet rising demand makes a dramatic impact on
an organizations ability to expand and take on new business. The threat of turnover that
looms in even the best companies, could threaten Emerson’s ability to expand and take
on new business. Additionally, turnover causes leaders to be distracted from core
business because they are forced to train new employees and invest in new talent because
of the loss of intellectual capital. “Actual cost of replacement metrics show an average-
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performing staff member costs about 90 percent of their salary to replace, while high
performers can cost anywhere from 300 percent to 2,000 percent.”
(18)
It is obvious that
Emerson Process has been successful at retaining employees, providing a culture for
development and growth while also raising the bar for customer service and innovation in
the industry; however, the company must continue to take an aggressive approach at
competing for talent in order to win in the rapidly changing world of work in China.
CULTURAL DIFFERENCES
“The biggest problem with globalization is that all human beings are blinded with
their cultural assumptions whether they know or not” – Dr David L. Dotlich VP of Group
Bull. Culture is a pattern of human behaviors and beliefs characteristic of a particular
social or ethnic group, or an organization. China has one of the world’s most ancient
cultures that have been in existence for over 5000 years. Chinese cultural presence
encompasses main land China and Taiwan. Chinese culture is the foundation for other
countries like Singapore, Indonesia, and Malaysia. It is believed that of the more than 1.3
billion people that are currently living in China, 93 percent are of Han Chinese ethnicity.
China could be seen as a collectivist culture. Chinese culture has historically
focused more on social interest and collectivist actions, and de-emphasized personal
goals and accomplishments. Characteristics of the collectivism-individualism reflect a
fundamental attribute of Chinese society.
With respect to the Particularism vs. Universalism aspects of a culture, China
finds itself leaning towards Particularism. (24) Some of these characteristics would
include respect for titles, age, and connections. (24) Addressing an issue directly should be
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avoided as much as possible. It is also common that business and private matters are
interrelated.
Chinese culture scores high on power distance. (21) This suggests that an
individual’s rank is very important. People are not reluctant to take charge if required,
black and white situations are avoided, and more than likely there is a room for
interpretation.
By comparison in American culture an individual’s “ambition and drive” are
crucial in his or her career. This comes from a pragmatic and individualistic orientation.
Americans embrace the belief one should be self sufficient, but as a matter of fact, that he
or she must strive toward this as and ideal. They believe that they control their own
destiny and that they do not need help from others.
It is important to explore the cultural motivation system for several reasons. First,
there is evidence that suggests that various aspects of employee motivation may differ
across countries. Also, recognizing and considering potentially unique motivational
needs and concerns of host country managers - that could lead to ineffective, or
dysfunctional, management and personnel decision – is critical. A third reason would be
the knowledge of differences between motivational dispositions of their employees and
the desired job outcome in different cultures.
It is believed that the Western rational business process has actually never
succeeded in mainland China. After learning Guanxi (relations) multinational
corporations in China have quickly adopted the Chinese way for their external behavior.
Guanxi is not bribing, but can be easily initiated when the favor is paid back in cash.
Guanxi literally means relationships and stands for any type of relationship. In China this
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can represent the difference in ensuring that the business will be successful, or not. For
multinational corporations in China, Guanxi is a daily must. Their business influence
helps them have access to higher level Guanxi. (28) An interesting illustration can be
taken from the entertainment industry. In the final rounds of the Chinese edition of the
show “Apprentice”, a western manager has observed the fact that his Chinese competitors
use their cell phones to demonstrate to the judges that they have the necessary Guanxi to
win the competition. (23)
Chinese people prefer to deal with those they know and trust. Any relationship is
not simply between companies but also between individuals at a personal level. The
relationship is not just before sales take place but it is an ongoing process. The company
has to maintain the relationship if it wants to do more business with the Chinese.
INTERNAL CULTURE
Emerson is an achievement oriented culture. Delivering results is valued far
above personalities or internal politics. Emerson’s culture is one of commitment to its
employees and customers. Emerson wants their brand to represent global technology,
industry leadership, and customer focus. For employees the Emerson brand should mean
opportunities to grow, prosper, and make a difference. According to Chuck Knight, who
as mentioned before served 27 years as CEO of Emerson, there are 6 elements that were
incorporated in their management culture: keep it simple, commit to planning, have a
strong system of control and follow up, action orientated organization, operation
excellence, and create a positive work environment. (22)
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There are also other characteristics common for Emerson culture. Emerson is an
organization that allows open communication at all levels, where management is
accessible. The organization is well known and sought after as a training and
development ground. This results in a constant inflow of excellent new management.
One long-term employee best captures what Emerson means by stating, "When Emerson
makes a commitment it’s a bond of steel!"
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QUESTIONS FOR EMERSON PROCESS
1) How will Emerson maintain earnings growth and a competitive advantage in an
environment of low margins, rising local wages, and labor shortage?
2) Emerson is always looking to grow in low cost countries. In what other countries
are they looking to expand and operate in? Both within and outside of the Asia
Pacific region.
3) The Asia Times reported that this year less workers returned to the major cities
after the Lunar New Year holiday. One of the reasons stated was that workers are
seeing “more opportunities near the home towns and near by cities.” Does this
imply a shift towards the interior with regards to growing infrastructure? If so
does Emerson see good opportunities to expand into the interior to serve process
automation needs and facilitate growth?
http://www.atimes.com/atimes/China_Business/IC09Cb02.html
4) Are there Chinese middle managers now working for Emerson as expatriates
around the world in Western oriented cultures? What has been the experience?
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Citations
1. Emerson. 2007. Emerson Company History. http://www.emerson.com/enUS/about_emerson/company_overview/Pages/company_history.aspx, Accessed April 15.
2. Emerson. 2007. Emerson 2007 Financial Report. http://emerson.com/enUS/EmersonDocuments/Annual%20Reports/pdf/current/o_EmersonAR07_complete.pdf,
Accessed April 6.
3. Smart Money. 2007. Snapshot: Emerson Electric Co.,
http://www.smartmoney.com/eqsnaps/?story=snapshot&symbol=EMR&nav=hp_search,
Accessed April 16.
4. Emerson. 2003. Emerson expands world-class headquarters and manufacturing
plant in Pudong Development Zone.
http://www.emersonprocess.com/home/news/pr/312_emr-pudong.html, December 11.
5. Hoovers. 2008. Emerson Process Management Co, Ltd.
http://premium.hoovers.com.ezproxy.lib.uh.edu/subscribe/basic/factsheet.xhtml?ID=hccx
h, , April 19.
6. Emerson. 2007. Products.
http://www.emersonprocess.com/home/products/index.html, Accessed April 19.
7. Emerson. 2007. Automation Architecture.
http://plantweb.emersonprocess.com/Whatis_PlantWeb/index.asp, April 19.
8. Emerson. 2007. Final Control Devices.
http://www.emersonprocess.com/fisher/products/index.html, April 19.
9. Emerson. 2007. Measurement and Analytical Instruments.
http://www.emersonprocess.com/remote/Emerson/products/fas_prod_index.html, April
19.
10. Emerson. 2007. Systems and Software. http://www.emersonprocess.com/systems/,
April 19.
11. Emerson Process Management. 2003. Shanghai SECCO Petrochemicals Selects
Emerson for $30 Million Automation Project. www.emersonap.com/site/eng/news/pr2003/pdf/2003Feb27_eng.pdf, February 27.
12. Train, Mike, “Movers & Shakers Interview: Mike Train, President Asia Pacific,
Emerson Process Management,” Frost & Sullivan Disclosure, July 27, 2005.
13. “An American Asian,” Executive Insight: Control Engineering Asia (March 2008):
22-23.
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14. “Emerson Electric: Company Profile” (February 8, 2008): Available from
Datamonitor, http://www.datamonitor.com (accessed April 15, 2008).
15. Peter Marsh, “When Boring Beats Buccaneering,” Fortune Magazine (June 6, 2006).
http://search.ft.com/ftArticle?queryText=Emereson+Process.html (accessed April 19,
2008).
16. Emerson Process Management. 2008 First Quarter Results (Emerson Reports Strong
First Quarter Results) February 5, 2008. http://www.emerson.com/enUS/news_center/news_releases/Pages/Corporate_News47.aspx (accessed April 19, 2008)
17. Dyer, Davis & Knight, Charles, Performance without Compromise. Harvard
Business School Press, 2005
18. Manpower. August 2006. The China Talent Paradox.
http://www.manpower.com/research/research.cfm
19. Pinto, Jim. February 2008. The Emerson Difference.
http://www.jimpinto.com/commentary/emersonculture.html (accessed April 21)
20. Mintchell, Gary. July 2007. Get Competitive, Then Get Busy.
http://www.automationworld.com/view-3322
21. "Itim International", http://www.geert-hofstede.com/hofstede_china.shtml
22. "Lost Laowai Win", March 22nd, 2008
http://www.lostlaowai.com/commentary/blog/2008/03/22/help-a-laowai-win-in-china/
23. “Weblog – Emerson Process Management”. Jim Pinto, March 21st, 2008
http://www.jimpinto.com/weblog/emersonlog.html
25. “Organizational Factors”,
http://www.sslmit.univ.trieste.it/katan/Module%20Mediazione%20Culturale/La%20medi
azione%20culturale%208%20Cultural%20orientations%20(2).ppt#264,8
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