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Import or Export Control in Hong Kong

Import or Export Control in Hong Kong

Database of Articles subject to Import or Export Control in Hong Kong

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This database serves to provide a general overview on the import and export control implemented by Trade and Industry Department and the other government departments in Hong Kong. It detracts in no way from or supersedes the provisions under the relevant Ordinances and their subsidiary legislation. The information provided herewith may not be completely up-to-date as changes may be effected at short notice.
For detailed information about the import and export control, as well as other supporting documents as may be required by the importing and/or exporting authorities, including origin certification, import and export manifest, and import and export declaration, members of the public are advised to contact the government departments concerned. Whilst every effort has been made to ensure the accuracy of the information provided herewith, Trade and Industry Department shall accept no responsibility for any errors, omissions or misrepresentations that may remain, especially for materials produced by other organisations or websites (by means of hyperlinks). The information is provided “as is” without any express or implied warranty of any kind. In no event shall Trade and Industry Department be held liable for any damages, whatsoever arising out of the use of the information.
Trade and Industry Department


  • John Carter says:

    Organizational Culture is the commonly held attitudes, values, beliefs and behaviours of its employees. The culture of an organization is as unique and diverse as an individual’s personality. If the employees of an organization believe that change is something to be feared and avoided, then change implementation is often reactive and haphazard.

  • Will Barber says:

    The high level of involvement of employees ensures that they understand the strategic plan. It increases their level of commitment to ensure the strategy is successfully executed because they understand how their work and the work they’re completing on the project helps the organization to realize some or all of one of their key strategies.

    • Wans Sanketen says:

      Once the strategic plan is together, there are two critical elements related to project management. One is to identify the projects that are required to ensure success in the execution of each strategy.

      • Dude Perfect says:

        They market it and promote it. But look at their Strategic Plan. They lack a clear strategy for innovation – but they do have strategies for new product development. Yet since the development of the Blackberry, they haven’t released a single innovative product. They will of course disagree. The Playbook is an Ipad with less functionality. It’s not an innovation.

        • Bibi Landangurd says:

          It includes how they will be involved in this process. This is the bottom up communication. Employees will provide input to the strategic planning process through feedback surveys, focus groups, meetings, etc. regarding their ideas for organizational direction, etc.

          • Grandeganer says:

            But many fail to realize their vision and fail to deliver the expected strategic results. Unfortunately, executive teams cannot pinpoint the reasons for this dilemma so they repeat the strategic planning cycle over and over, always hoping that the next strategic planning session will bring better results.

  • Detoriborg says:

    They put teams of individuals together to work on these major initiatives and give them investment money to ensure success. Yet over time it becomes apparent that this team won’t realize the strategic goal given to them and the strategy itself will be deemed a failure. This is wrong

Comments are closed.