Table of Contents

The Global Challenge of Intellectual Property Rights

The Global Challenge of Intellectual Property Rights

Edited by Robert Bird and Subhash C. Jain

The importance of intellectual property rights is now well established as a vital component in the success of firms and of nations. The diverse contributors to this volume, drawn from the fields of law, business and economics, clarify and analyze the problems and promise of IP policy from a global perspective. They discuss both developed and emerging nations and advance the understanding of this increasingly important topic.

Chapter 7: Employee Disclosures of Trade Secrets in China: Prevention Strategies

Marisa Anne Pagnattaro

Subjects: business and management, international business


Marisa Anne Pagnattaro1 Spies are a key element In warfare. On them depends An army’s Every move. (Sun-Tzu, 2002) INTRODUCTION In the heated competition between companies doing business in China, protection of trade secrets is a daunting challenge (US–China Business Council, 2006). Economic espionage causes US companies enormous losses in their global operations (Office of the National Counterintelligence Executive, 2006). China is well known for aggressive targeting of US technology and has one of the highest rates of infringement of intellectual property rights in the world (Congressional-Executive Commission on China, 2006). This reality was egregiously evident when General Motors Corporation discovered that the Chinese automaker Chery Automobile Co. Ltd was marketing the ‘QQ’, a nearly identical copy of GM’s Chevrolet ‘Spark’. The only substantial difference between the cars was QQ’s sticker price: $3600 – a third less than Spark’s (Forney, 2005; Buckley, 2005). As US Commerce Secretary Donald Evans stated, ‘[t]his incident defies an innocent explanation. The QQ and the Spark are twins because both cars were built from the same DNA – the proprietary mathematical data and formulas – that were stolen from GM Daewoo and used to build the QQ’ (Evans, 2005). GM brought a lawsuit against Chery in a Shanghai court; soon thereafter the parties entered into a confidential settlement (Roberts, 2005). Just a little over two years later, Chery announced its plans to raise its annual output to one million vehicles by 2010 (Ministry of Commerce, 2007a). Most recently, Chery entered into a...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information