The purpose of this dissertation is to investigate the potential of Dr. R. Meredith Belbin's team roles concept to facilitate the achievement of value-added in businesses trading internationally from an increasingly 'westernised' Chinese marketplace through improved team-working. The concept of the balanced team referred to so frequently in the literature, and involving the deployment of teams composed of individuals with complementary rather than similar capabilities, personalities and experiences, is now fundamental to effective team-working in international businesses. Chinese international businesses are no exception to the lessons evident in the case, and other research, literature in this respect. In Chapter Three, I attempt to analyse the principal features of the Chinese teamworking environment, as unearthed by my research (primary and secondary), as a prelude to analysing and drawing conclusions on the potential of Belbin's team roles concept to add value in Chinese international businesses, through improved teamworking. Chapter Four analyses the findings from my research into Chinese team-working practices and attitudes, which was conducted in the form of a case study of a typical joint-venture organisation for which I have worked in the past:-the Joint Venture Motor Service Company of China (JVMSCC), which is a joint-venture between a US and Chinese motor service company, based in Shengyang. The research methodology employed was essentially qualitative, with the principal research methods used being a staff attitude survey conducted through the use of a self-designed questionnaire and follow-up interviews and e-mail exchanges. The Chapter also draws conclusions on the findings, as analysed, and makes recommendations aimed at facilitating further research in the area in the future.