Thanks to a number of positive factors benefiting a favorable investment climate in the People’s Republic of China, the Russian investors keep on exporting capitals and hi-technologies to this country and creating a number of companies and businesses, including enterprises, specialized in manufacturing power and energy products. In this paper we analyzed the relevant literature and compared managerial models at Chinese enterprises with those in China managed by the Russian based on well-established theories related to adopting foreign management at the enterprises in China. In the empirical study we concentrated on certain problems emerging at the enterprises where the Russian managers have been present and involved actively in the decision-making. The purpose of this paper is to suggest a preliminary analysis through the eyes of both Russian and Chinese specialists.

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The paper illustrates adoption of innovation, Competitive Intelligence and Business Intelligence in unit of organizational structure. In practice, occurs a problem of administration, such as position allocation, assignment to positions, as well as arises a question: which of researched organizational structure unit is responsible for adaptation of decision making in cross-cultural environment. In the period of 2012–2014 the authors had been researching problems and experience of organization structure in Russian industrial enterprises based in China. The paper helps to understand, which of the positions (in this article we are talking about positions, related to innovation decision making, BI and CI) in international corporations are optimal for Canadian applicants, and which position are more suitable for Chinese employees. For more detailed review, it was decided to compare Canadian and Russian industrial enterprises, carrying on economical and business activity in China.

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