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THE JOURNAL OF ECONOMIC SCIENCES: THEORY AND  PRACTICE, V.71,  # 1, 2014,  pp. 99-119


                     Misconception 4: Head office relocation follows


                     A common argument against Chinese FDI is that when local companies are purchased by

               SOEs all decisions regarding local operations are moved overseas to the acquiring firm’s head

               office.  Critics argue that  all  key decision  making is shifts  along with  the balance of power.


               Evidence however suggests that the opposite is in fact true, with Chinese SOEs finding it in their

               best interest to  keep  decision making  activity  as  geographically close to the  operations as

               possible to maximize efficiency and profitability.


                     Misconception 5: Political considerations trump profitability

                     Critics often believe that Chinese SOEs act in a nationalistic manner to serve the interests


               of  the  state, no matter  what  the  cost. However  this is often not the case. Chinese  SOEs are

               profitdriven to their core  and  operate in a manner that  seeks to maximize their  profit. The

               organization and strategies of these SOEs more closely reflect that of their global rivals than that


               of the state. This is especially prevalent in mining and oil companies.  This profitmaximizing

               approach can be further seen in the compensation structure where top management of such SOEs

               are compensated on profitability rather than on execution of state policy.


                                                      Political Considerations

                     At first glance China and Canada present themselves as strong potential partners for FDI.

               From a pragmatic perspective, the mandate for each country aligns with the goals and objectives


               of the other. As discussed in our introduction, China is actively seeking opportunities for external

               investment  through  their “going global” strategy  while Canada is working to attract foreign

               investors through the Invest in Canada Bureau. This is relevant to the Canadian resource sector


               as forecasts indicate that capital investment in the oil sands is estimated to add up to $218 billion

               over the next 25 years.  Foreign investment will likely be required to achieve this goal.




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