comparative value priorities of chinese and new zealand

Imported from New Zealand, by City Exported to New Zealand, by City
1. Shenzhen: US$ 92million 1. Shenzhen: US$ 228 million
2. Huangpu: US$ 72 million 2. Huangpu: US$ 117 million
3. Guangzhou: US$ 66 million 3. Guangzhou: US$ 68 million
4. Gongbei: US$ 47 million 4. Gongbei: US$ 45 million
5. Shantou: US$ 24 million 5. Jiangmen: US$ 19 million
6. Jiangmen: US$ 8 million 6. Shantou: US$ 10 million
Additionally, Guangzhou City and New Zealand provided reasonably well-matched
sampling areas. Guangzhou City’s population is about 4.6 million (the Prefect is about 9
million) and New Zealand’s population is about 4.3 million (2007 estimate at
http://www.stats.govt.nz/). Both regions have a history of engaging in international
trade as a major basis of their economies, and both are comparatively geographically
remote from their original colonial centres of government, Beijing and London. Both
have a well known history of large numbers of citizens moving overseas and returning
and becoming engaged locally and internationally in their economies.
CONCERNS RELATING TO LEADER BEHAVIOUR IN NEW ZEALAND
I frequently encounter commentary concerning business leadership and management in
New Zealand, much of it critical. As an example, Consultancy Collective Learning
Australia carried out a survey of 100 senior managers from New Zealand private and
public sector companies. They found the stated perception of leadership capability was
the lowest ranked item amongst 14 key drivers of the managers’ employment
satisfaction (INTOUCH, 2008). The survey also shows an almost universal lack of
planned and implemented strategies for leader succession planning, mentoring, or a
defined strategy for developing leadership talent.
A Nielsen survey commissioned by New Zealand Trade and Enterprise, a government
organisation chartered to promote international trade for New Zealand companies,
investigated international perceptions concerning how New Zealand businesspeople are
regarded. The survey found that international business partners viewed New Zealanders
as,
� nice but naive,
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