HOST‐COUNTRY MANAGERIAL BEHAVIOUR AND LEARNING IN CHINESE AND HUNGARIAN JOINT VENTURES*
研究了中国和匈牙利合资企业中东道国管理行为的相似性，评估了工业治理体系、工业化、国家文化和抵制变革四种解释视角，并探讨了外国伙伴改变本地管理者行为过程中的学习模式。
ABSTRACT Close similarities in the behaviour reported of host country managers in Chinese and Hungarian joint ventures have emerged from recent research. an assessment is offered of four perspectives which purport to account for managerial behaviour in these contexts, namely those referring to the system of industrial governance, the nature of industrialization, national culture and resistance to change. the system of industrial governance provides the most direct and comprehensive explanation, and is also linked with influences from national culture and industrialization. the article concludes by examining the modes of host country learning in process within the joint ventures as foreign partners endeavour to change the behaviour of local managers.