Recasting the Iron Rice Bowl: The Reform of China's State-Owned Enterprises

Berkowitz, Daniel; Ma, Hong; Nishioka, Shuichiro

doi:10.1162/rest_a_00637

Cited by 148 publications

(83 citation statements)

References 46 publications

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“…Firms with different ownership significantly differed in their economic behaviour (Lu, ; Qin, ). For instance, state‐owned enterprises (SOEs) were larger than their private counterparts and were more closely connected with the government (Berkowitz, Ma, & Shuichiro, ; Li & Xu, ). In contrast, foreign‐owned and private firms were less affected by the government, and they could more flexibly adjust their economic behaviour to maximise profits.…”

Section: Resultsmentioning

confidence: 99%

How exporting firms respond to technical barriers to trade?

Lin

Tan

et al. 2019

World Economy

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This paper investigates how technical barriers to trade (TBTs) affect firm exports. The implementation of the “child‐resistance” decision (CR decision) in the EU offers an ideal quasi‐natural experiment to identify the causal effect of TBTs on firm performance. Using data on Chinese firms that exported cigarette lighters between 2004 and 2010, we show that firms exporting to the EU not only adjust their product quality to meet the requirements in the CR decision, but also upgrade their product quality in other dimensions. However, both the export value and export volume to the EU decline. At the same time, less productive exporters are forced to exit from the EU market. Lastly, heterogeneous effects of the CR decision are documented.

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Section: Resultsmentioning

confidence: 99%

How exporting firms respond to technical barriers to trade?

Lin

Tan

et al. 2019

World Economy

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“…On the other hand, state-owned enterprises feature life-long work security, seniority-based salary, and extensive in-company welfare (Berkowitz, Ma, & Nishioka, 2017). China's "iron rice bowl" employment systems lead employees to perceive the enterprises as their own homes, and to have a sense of belonging to their organisation (Berkowitz et al, 2017), closely related to perceived insider status.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Zhao

Liu

2020

Human Res Mgmt Journal

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Taking a self‐categorisation perspective, we predict that managerial coaching affects subordinates' workplace well‐being through perceived insider status and that Chinese traditionality moderates this indirect effect. To test these hypotheses, we designed a three‐stage research method to collect data from 276 subordinates in a large state‐owned enterprise located in Shanghai, China. Results indicated that (a) managerial coaching was positively related to subordinates' workplace well‐being; (b) perceived insider status mediated the linkage between managerial coaching and subordinates' workplace well‐being; and (c) Chinese traditionality moderated the indirect relationship between managerial coaching and subordinates' workplace well‐being via perceived insider status, such that the indirect effect was stronger for subordinates with low rather than high Chinese traditionality. This study sheds new light on the intervening process (i.e., perceived insider status) that explains how managerial coaching influences subordinates' workplace well‐being. The findings also extend the current literature by adding a substantive moderator (i.e., Chinese traditionality) to explain when and why subordinates increase their well‐being when faced with managerial coaching.

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“…3 The slogan adopted by the Communist Party to describe the proposed reforms was "Grasp the Large, Let Go of the Small." "Let Go of the Small" refers to the fact that small state-owned …rms were to be closed or sold.…”

Section: Institutional Backgroundmentioning

confidence: 99%

Grasp the Large, Let Go of the Small: The Transformation of the State Sector in China

Song¹,

Hsieh²

2015

100

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Starting in the late 1990s, China undertook a dramatic transformation of the large number of firms under state control. Small state-owned firms were privatized or closed. Large state-owned firms were corporatized and merged into large industrial groups under the control of the Chinese state. The state also created many new and large firms. We use detailed firm-level data to show that from 1998 to 2007, (i) state-owned firms that were closed were smaller and had low labor and capital productivity; (ii) the labor productivity of state-owned firms converged to that of private firms; (iii) the capital productivity of state-owned firms remained significantly lower than that of private firms; and (iv) total factor productivity (TFP) growth of state-owned firms was faster than that of private firms. We find the reforms of the state sector were responsible for 20 percent of aggregate TFP growth from 1998 to 2007.

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Recasting the Iron Rice Bowl: The Reform of China's State-Owned Enterprises

Cited by 148 publications

References 46 publications

How exporting firms respond to technical barriers to trade?

How exporting firms respond to technical barriers to trade?

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

Grasp the Large, Let Go of the Small: The Transformation of the State Sector in China

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