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This article discusses the problem of brain drain in Hong Kong pending the territory's return to China. Barely seven years remain until the British Dependent Territory of Hong Kong becomes repatriated with the People's Republic of China. Scott K. Shelton, a senior director with the international search firm of Spencer-Stuart who helped establish the firm's Hong Kong office says that there is increasing skepticism in Hong Kong that the colony's unique social, economic, and legal systems will be retained under Chinese authority. While many of the emigres have indicated that they will return to Hong Kong after they secure citizenship papers elsewhere, bringing with them the benefits of new ideas and approaches to business, this "brain drain" is causing a loss of skilled and talented manpower. Companies operating in Hong Kong are trying to offset the negative implications of the brain drain. For example, when those desiring to emigrate have been pegged for cultivation as senior managers, some companies are trying to help them gain citizenship through assignments in company offices in other countries.

The article focuses on Asian countries that have experienced economic growth over the past 50 years including Hong Kong, China; Japan; Singapore; South Korea and Taiwan. With the exception of Hong Kong, the economic success of the Asian countries has been attributed to the interventionist framework. Export-orientation is one strategy that is most associated with the success of the five Asian countries. The export-oriented strategy helped the five Asian countries in many ways. The ensuring growth of employment enabled the country to save and accumulate capital for reinvestment. The export-oriented strategy also positively affects the competitive advantages of the country. There are other non-economic factors, such as culture, the need to survive, strong government, historical factors and even luck, that could have helped in the development process of these countries. Policy-makers must know how to use the total-systems approach to solving economic problems. In other words, policy-makers must know how to analyse their economies as complex systems.

Focuses on concerns of business executives for their careers after the transfer of sovereignty of Hong Kong to China in 1997. Agreements between both the regions for the reversion; Steps taken by Hong Kong's residents to secure their uncertain future after 1989; Emigration of executives from Hong Kong due to the reversion.

The article discusses "Brain Drain" for Hong Kong. The Hong Kong government estimates that some 50,000 people will leave the state in 1990; the business community estimates that from 5 to 10 percent of its 250,000 to 300,000 professional and management staff is leaving annually. Positive management tactics can and are being tried among Hong Kong's more enlightened businesses in an attempt to offset the negative implications of the exodus from Hong Kong and make planning for the future a less complex task. Unfortunately, however, none of these tactics can be wholly successful in stemming the tide. One U.S. law firm in Hong Kong has gone so far as to set up a corporate migration plan for all companies doing business there. The plan offers managers stints overseas to allow them to qualify for a second passport. Reportedly, the number of companies taking part in this plan is substantial. Ultimately, the only true resolution of this "brain drain" will come as a result of politicians in Hong Kong and Beijing coming together in a studied program aimed at increasing public confidence that Hong Kong's unique standing will not be jeopardized after repatriation in 1997.