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Mao’s Pervasive Influence on Chinese CEOs

Summary.   

Reprint: F0712C Executives of multinationals partnering with Chinese firms should be alert to Mao Zedong’s lingering influence on some of the country’s most successful executives—and, in particular, watch for a leadership tactic that can undermine a joint venture.

Executives of multinationals partnering with Chinese firms can benefit by being alert to Mao Zedong’s lingering influence on some of the country’s most successful executives. One leadership tactic, in particular, can undermine a joint venture.

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A version of this article appeared in the December 2007 issue of Harvard Business Review.

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