| Abstract: | We know little about the location decisions of large Chinese conglomerates and how this relates to their restructuring in a dynamic AsiaPacific environment. This case study of one of Hong Kong’s latest conglomerates, Hutchison Whampoa, begins with the company’s decision to remain in Hong Kong after 1997. Restructuring has been carried out primarily by acquiring new enterprises in its existing specialised areas of retail, manufacturing, telecommunications, media and services and reducing interests in property, energy, finance and investment. This has been accompanied by its expansion into southern China where it has focused on infrastructure development, steps which have built on its Chinese credentials — clan origins and personal connections. |
