Industrial Change in China: Economic Restructuring and by Kate Hannan

By Kate Hannan

This publication analyses the commercial reform measures taken through the chinese language govt through the decade 1985-95 and identifies the industrial and political tensions and contradictions that nation firm reform has provided to a management rationale on preserving its authoritative political position.
Using executive resources and interviews with economists and staff at one in every of China's greatest state-owned companies (The moment Automobile/Dongfeng company ), Hannan concludes that the connection among nation coverage and firm is a fancy two-way approach characterized via tensions due to conflicting priorities.

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Extra info for Industrial Change in China: Economic Restructuring and Conflicting Interests (Routledge Studies on China in Transition)

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The Second Automobile/Dongfeng group’s relationship with the Hubei government labour bureau continues to provide a source of numerous conflicts and consumes a great deal of negotiating time. The provincial labour department has never wavered from its focus on ensuring that the automobile group take the workers that it assigns to it. As recently as February 1996, the labour bureau was assigning demobbed army engineers to the Second Automobile/Dongfeng conglomerate. When I asked about this, managers shrugged their shoulders in resignation and asked what they could do about this situation.

The balance National interest v. particular interests 33 of the purchase price was then due on receipt. Both payments were to be made in cash. The fourth price was the export price. During the latter half of the 1980s the Second Automobile/ Dongfeng conglomerate’s ability to earn export dollars and so import foreign expertise was central to its successful rivalry with the First Automobile corporation and so to its continued status as one of China’s most advantaged state-owned enterprises, but this was by no means the only ploy used by management to ensure that the Second Automobile/Dongfeng conglomerate continued to be rated as a main player in China’s industrial programme.

The solution to the problem of financing the enterprises was then again to be ‘to turn the money that is in the hands of the masses into construction funds by various methods’ and a principal method was to be through the issuance of ‘a greater number of state-owned enterprise shares’. After all, it was argued, there had been too much emphasis to date on financing through banks and the ‘excess reliance on banks’ had increased inflationary pressure. The use of enterprise share issue was an obvious and tempting alternative that enterprise management had been only too pleased to use.

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