investment was increasing, and USA was china’s primary target. Through theinvestment Fuyao was further committed to it global business and alsostrengthened the links to major clients.
BIBLIOGRAPHY Eckhardt, G. (2002). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organisations Across Nations. Australian Journal Of Management, 27(1), 89-94. doi: 10.1177/031289620202700105Gordon, E. A. (2019). American factory offers hope, dismay and a more automated future.Guardian (Sydney), (1883), 11.Hertenstein, P., Sutherland, D., & Anderson, J. (2015). Internationalization within networks: Exploring the relationship between inward and outward FDI in China’s auto components industry.Asia Pacific Journal Of Management,34(1), 69-96. doi: 10.1007/s10490-015-9422-3Hofstede, G. (1980). Culture and Organizations.International Studies Of Management & Organization,10(4), 15-41. doi: 10.1080/00208825.1980.11656300McCann, P. (2008). Globalization and economic geography: the world is curved, not flat.Cambridge Journal Of Regions, Economy And Society,1(3), 351-370. doi: 10.1093/cjres/rsn002Mudambi, R. (2004). International business and the eclectic paradigm: developing the OLI framework.Journal Of International Business Studies,35(5), 456-458. doi: 10.1057/palgrave.jibs.8400092Sauvant, K. (2011). China: Inward and Outward Foreign Direct Investment.Transnational Corporations Review,3(1), 1-4. doi: 10.1080/19186444.2011.11658268The “American Factory” case study gives an insight on how China trying to enforce the approach on their system of work on industrial production worldwide including in America. Other than Fuyao trying to join America, it wasalso using this investment in WORLD OF