The Strategic Challenges Of Decoupling ^ S21032

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Item:: #S21032-PDF-ENG
Weight:: 1.00 LBS
Author:: J. Stewart Black
Author:: Allen J. Morrison
Best Seller:: FALSE
Breadcrumb Series:: HBR Spotlight
Classic:: FALSE
Copyright Perm Flag:: FALSE
Educator Message Flag:: FALSE
Exclusive:: FALSE
Format Type Filter:: PDF
Pages:: 7
Primary Category:: Spotlight Article
Publish Date:: May 01, 2021
Publish Date Range:: Last 6 months
Related Topics:: Supply chain management
Related Topics:: Competitive advantage
Related Topics:: Strategic planning
Related Topics:: International trade
Related Topics:: International relations
Related Topics:: National competitiveness
Related Topics:: International business
Related Topics:: Politics
Related Topics:: Globalization
Related Topics:: Foreign investment
Related Topics:: Global supply chain
Related Topics:: Exit plans
Special Value:: FALSE
Subcategory:: Global Business
Subject:: Global Business
SubjectList:: Supply chain management,National competitiveness

Item:: #S21032-PDF-ENG
Pages:: 7
Publication Date:: May 01, 2021

Publication Date: May 01, 2021

Most business executives who have put time, effort, and investment into developing a presence in China resist the notion of decoupling. With the Biden administration likely to take a less confrontational approach to China than Donald Trump did, CEOs might be tempted to hope that the issue will blow over. But as the authors point out, China has been following a long-term strategy of reducing its dependence on foreign technology and capabilities for more than 15 years and has projected that strategy forward another 15 years. Decoupling is here to stay. In this article they explain four strategies for foreign companies in China, depending on whether they are below-the-radar players, upstream players, market players, or dual players.