Privatization in China's industry

Lee, Keun; Mark, Shelley M.

doi:10.1016/1043-951x(91)90002-p

Cited by 6 publications

(1 citation statement)

References 9 publications

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“…In fact, it was common for cotton-mill owners to shut down altogether at such time, or at least cease night shifts. 115 Based on low yarn price and high rice price, Luo believed it was a bad time for a long-term strike and observed that the Shanghai working class had been gradually alienated from the general public as a result of the intensive strikes. 116 Xiang and Zhang did have supporters for the combined strike strategy.…”

Section: The Strike At Nwk: the First Roundmentioning

confidence: 99%

Between Arrogance and Despondency: The Shanghai Workers, the Communists, and the Strikes at the Japanese Cotton Mills of 1926

2022

Inter. Labor Working-Class Hist.

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In June 1926, Shanghai cotton-mill workers initiated strikes at Japanese-owned factories in Xiaoshadu, protesting the dismissal of workers accused of arson in the workshop. The Chinese Communist Party (CCP) recognized that Chinese workers’ actions should be aligned with their labor movement strategy, and tried to control the scale of the strikes. In August, responding to an incident where Japanese sailors killed a Chinese man, the CCP redirected to launch a large-scale combined strike, catering to Chinese laborers’ demands of Japanese employers, but not accounting for practical market conditions. Drawing on a variety of sources, this article reveals that dissidence in leadership, weaknesses in grassroots organizations, and unrealized alliances made it impossible for the Communists, so-called the vanguard of the working class, to lead the summer strike. Contrarily, the cotton workers coerced the Communists and their controlled labor unions to maximize their benefits. By mid-September, it had failed, causing a serious setback for the CCP. Compared to the CCP's improvisation and confusion, the capitalists took wise countermeasures in the favorable economic climate of 1926, ultimately triumphing over the Communists and workers.

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Section: The Strike At Nwk: the First Roundmentioning

confidence: 99%

Between Arrogance and Despondency: The Shanghai Workers, the Communists, and the Strikes at the Japanese Cotton Mills of 1926

2022

Inter. Labor Working-Class Hist.

View full text Add to dashboard Cite

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Industrial systems and reform in North Korea: A comparison with China

Kang

Lee²

1992

World Development

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The origins of business groups in China: An empirical testing of the three paths and the three theories

Lee

Jin²

2009

Business History

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The available empirical literature tends to focus on the performance comparison between business groups (BGs) and non-business groups, and there is no study that quantitatively verifies the origins of the business groups, particularly in China. This paper uses the survey data of SOEs (state-owned enterprises) in China to verify the three paths toward business groups, such as M&As (merger and acquisitions), spin-offs and joint ventures. This study discusses three alternative theories to explain the emergence of the business groups in China. These are the market-based view, the state-activism view and the resource-based view. This paper found that the greater autonomy given after changing into a shareholding corporation is one of the most consistent and significant factors leading to the business group, regardless of the paths. First, this implies that SOEs have gone from traditional SOEs, to shareholding corporations, and then finally to business groups. Second, it finds that there are certain differences among the three paths toward the business group. The degree of market competition and control by the city-level government are the significant variables in the path via M&A, toward the business group. This is consistent with the state activism view. The significant variables for the spin-off path are the low leverages and the connection with the state. This is consistent with the resource-based view. The JV (joint venture) path seems to be consistent with the market-based and resource-based view, with the significant variables of private/foreign owner-controller, high investment activity, low leverage and size.business groups (BGs), China, market failure, resource-based view of the firms, catch-up, institutions, states, reform, local protectionism,

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Privatization in China's industry

Cited by 6 publications

References 9 publications

Between Arrogance and Despondency: The Shanghai Workers, the Communists, and the Strikes at the Japanese Cotton Mills of 1926

Between Arrogance and Despondency: The Shanghai Workers, the Communists, and the Strikes at the Japanese Cotton Mills of 1926

Industrial systems and reform in North Korea: A comparison with China

The origins of business groups in China: An empirical testing of the three paths and the three theories

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