International Journal of Research Studies in Management
Divine Word College of San Jose Special Issue
2026 Volume 14 Issue 4
Available Online: 30 June 2026
Author/s:
Wang, Hao
Zuo, Yuyang
Zuo, Xinyang
Asanova, Daniya*
Al-Farabi International Business School, Al-Farabi Kazakh National University, Kazakhstan
Abstract:
Deep restructuring of global economic and trade patterns, intertwined with trade protectionism, cross-border spillover effects from macroeconomic adjustments, and geopolitical frictions, has elevated unpredictability in global economic operations. As the world’s largest emerging economy, China’s industrial and trade activities are deeply embedded in global division networks. Three prominent contradictions have emerged: the low tier of transnational operations, diminishing operational satisfaction among overseas enterprises, and multiple obstacles constraining international layout. This paper analyzes the negative transmission effects of external market turbulence on China’s internationalization tier and corporate overseas operations, and systematically summarizes strategic barriers confronting cross-border enterprises. From five dimensions—macro policy synergy, iteration of growth drivers, fostering a super-large domestic demand market, broadening opening-up boundaries, and building supporting guarantee systems—it proposes long-term development paths to strengthen China’s risk resistance capacity and elevate the comprehensive competitiveness of domestic industries in global markets.
Keywords: global economic volatility, tier of internationalization development, corporate operational sense of gain, overseas layout strategy, high-quality economic development
DOI: https://doi.org/10.5861/ijrsm.2026.26531
Cite this article:
Wang, H., Zuo, Y., Zuo, X., & Asanova, D. (2026). Analysis of China’s internationalization quality, corporate operational sense of gain, strategic dilemmas in overseas layout, and high-quality economic development paths amid fluctuating global economic conditions. International Journal of Research Studies in Management, 14(4), 125-133. https://doi.org/10.5861/ijrsm.2026.26531
* Corresponding Author
