To overcome these risks, the firms use 5 specific approaches for the managing political risks. The most common approach is that the firm must enter into a joint venture with a local partner. This presence of local partner has a specific adverse influence on the economic proficiency and profits but it surely lowers down the political risks of nationalization and expropriation as the local partner handles the local government by way of political lobbying and gets the necessary alterations in the nation’s political policies. The 2nd approach is the insurance of political risk i.e. the firm’s gets the insurance cover against political risks. The 3rd approach is that the unit in the high risk nation is often relied on the supply of raw materials, technical skills, technology, components, etc. on other units of firms located in some other nations. The 4th approach is that the organization makes use of symbols and names which reveals its place of origin and appears more familiar to the host nation’s people. Finally the 5th approach is that the firm must employ local people increase as much capital as possible from the host nation and develops better relations with the host nation politicians and government (Hagstrom, 2003). Thus an American company that wishes to conduct business in China must overcome all the above mentioned political risks in order to emerge itself as a successful organization in China.
为了克服这些风险，公司的5个具体的方法管理政治风险。最常见的做法是，企业必须进入与当地合作伙伴的合资企业。这种存在的当地合作伙伴的经济水平和利润的一个特定的不利影响，但会降低国有化和征收的政治风险，为当地的合作伙伴通过政治游说处理当地政府和获取在国家政治政策的必要的改变。第二种方法是政治风险，即公司的保险得到保险，政治风险。第三种方法是在高风险国家的单位通常依赖于原材料的供应，技术能力，技术，组件，等一些其他国家的公司位于其他单位。第四种方法是组织使用的名称与符号揭示其原产地似乎主办国的人更熟悉。最后，第五个方法是，企业必须雇佣当地人尽可能多的资金来自东道主国家的增长和发展与东道主国家的政治家和政府更好的关系（哈格斯特罗姆，2003）。因此，美国公司希望在中国开展业务，必须克服所有上述的政治风险以出现本身作为一个在中国成功的组织。
