Strategic Convergence or Divergence: Comparing Structural Reforms in Chinese Enterprises

Sek Hong Ng and Malcolm Warner

Chapter 11 in Asian Post-crisis Management, 2002, pp 201-225 from Palgrave Macmillan

Abstract: Abstract This chapter attempts to explore the strategic implications of enterprise reform that have been undertaken at three major Chinese firms in the context of the recent wave of nation-wide policies aimed at promoting market socialism and China’s projected entry into the WTO after the year 2000. These high-profile efforts have been directed at the national goal of building a market-oriented economy with Chinese characteristics (Child, 1994; Warner, 1995). The overall strategy, prescribed by the state, attempts to emulate the practice of the capitalist system known as marketization, which it hopes can still be accommodated within a doctrinal framework that still enshrines socialist principles (see Fortune, 1999). This hybrid blending of dialectical oppositions, between capitalist and socialist practices, is novel but has to date proved to be a workable piece of social experimentation at the wider level of the national economy. It is hence interesting to ascertain whether at the microlevel of the individual enterprise and workplace, such a fusion of the antithetical assumptions and practices of capitalism and socialism has been pursued with similar prudence and apparent success.

Keywords: Corporate Governance; Human Resource Management; Collective Bargaining; Socialist Enterprise; Structural Reform (search for similar items in EconPapers)
Date: 2002
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DOI: 10.1057/9780230595835_11

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