The 1998 State Council Organizational Streamlining: Personnel reduction and change of government function

Chan, Che Po; Drewry, Gavin

doi:10.1080/10670560120075000

Cited by 11 publications

(7 citation statements)

References 3 publications

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“…The central government thus gradually adjusted nonprofit policy and reluctantly accepted nonprofit organizations. In the 1993 and 1998 administrative reform, the central government proclaimed an effort to "change governmental functions", namely "strengthening government's macro-control while weakening government's micro-intervention" (Lan 1999;Chan and Drewry 2001).…”

Section: [Insert Figure 1 About Here]mentioning

confidence: 99%

Understanding Policy Instruments for Steering Nonprofit Organizations in China: Only Carrots and Sticks?

Liu

Walle

2020

Voluntas

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Government-nonprofit relations in China have transformed over the past three decades. However, little is known about how this transformation is reflected in the policy instruments used to steer nonprofits. Building on policy instrument theory, this article explores what policy instruments have been used to steer nonprofits at the central level and how this use of policy instruments has changed over time. This article is based on a content analysis of 300 central-level policy documents on nonprofits using NVivo. Results show that 22 kinds of policy instruments have been used to steer nonprofits. We found a steep increase in the use of four categories of policy instruments for nonprofits: authority, incentive, information, and organization instruments. Policy instruments for nonprofits have advanced towards diversity, with an emphasis on indirect control such as embedding the Party branches into nonprofits. The central government continues to have a significant predisposition towards regulatory instruments, which have evolved from ex-ante regulation to process and ex-post regulation. This article contributes to the literature on government-nonprofit relations by identifying policy instruments for nonprofits.

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confidence: 99%

Understanding Policy Instruments for Steering Nonprofit Organizations in China: Only Carrots and Sticks?

Liu

Walle

2020

Voluntas

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“…In contrast, the center has balanced bureaucratic conflicts and retained its authority to manage developments (via a variety of market and nonmarket methods) in industries, such as telecommunications, that the state perceives as strategic. Moreover, the state has used administrative streamlining, specifically the various rounds of downsizing of government bodies and personnel, including exercising control when and where it sees fit, to withdraw at the same time that it reasserts its influence in priority areas (Chan and Drewry ).…”

Section: Part Ii: Market Governance and Common Forces Of Changementioning

confidence: 99%

State Capitalism, Chinese‐Style: Strategic Value of Sectors, Sectoral Characteristics, and Globalization

Hsueh

2015

Governance

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Scholarship on the institutional foundations of Chinese-style capitalism emphasizes the impact of liberal reformers and China's participation in international organizations, devolution of economic decision making and local experimentation, and the proliferation of market actors to explain their origins. This article investigates distinct patterns of sectoral variation in market governance in China today, examining the extent and scope in which dominant forms of market coordination and distribution of property rights reflect variation in national goals of economic power, security, and growth; structural sectoral attributes; and the path-dependent effects of institutional arrangements. The reinforcement of state coordination and the dominance of state ownership and shareholding in strategic industries, such as telecommunications, and the relinquishment of state control and the dominance of market stakeholders in nonstrategic sectors, such as textiles, characterize the rise of bifurcated capitalism in the period before and after China's accession to the World Trade Organization.

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“…We found that social scientists have argued that the rise of the nonstate sector is associated with officials in government agencies shifting their orientation toward the economy from command to regulation (Blecher and Shue 2001). In fact, the year 1998 marks a drastic restructuring in which traditional command agencies were either dissolved or downgraded, and regulatory agencies either created or upgraded (Chan and Drewry 2001). Because officials in government administrative agencies have begun regulating, they are able to exercise a generalized influence in society.…”

Section: Implication: Officialdom Differentiated By Organizational Lomentioning

confidence: 99%

Social Networks and Stratification in the Urban Chinese Labor Market: The Case of Laid‐Off Textile Workers and Their Officials in the Tianjin Municipality*

Johnston¹,

Alvarez²

2008

Sociological Inquiry

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By what mechanisms has China's developing capitalist labor market been producing stratification patterns of reemployment and wage differences among laid-off workers in the late 1990s? Theoretical perspectives delineating state, market, and societal mechanisms are used to guide exploratory analyses of data from a sample of workers who were laid off from state-owned textile enterprises in the Tianjin municipality. Three findings are reported. First, men with what Portes defined as downward leveling "negative social capital" are less likely to become reemployed. A second, more tenuous, finding is that workers with a higher level of education are more likely to be reemployed. Third, workers with a social network tie to at least one official from a government administrative agency are more likely to be reemployed and, among those reemployed, more likely to earn higher wages, as compared to workers with a social network tie to at least one official from a state-owned enterprise or workers lacking a social network tie to any official. This third finding, along with reports of analogous findings culled from a review of published literature, stimulates us to go beyond the data to theoretically speculate about how Chinese officialdom has become somewhat more differentiated and consequent ramifications for understanding newly emerging changes in China's stratification order.As the new millennium dawned on urban China, the emerging capitalist labor market was poised to become one of the preeminent institutions reshaping social stratification. The lay-off of 26 million workers from state-owned enterprises in the last 3 years of the twentieth century (Fewsmith 2001) heralded the advent of dramatic changes for the lives of many ordinary Chinese people. Our aim is to explore ways in which the developing labor market was actually producing new stratification patterns, both in terms of both reemployment and wages. We make use of Nee and Cao's (1999) meta-theoretical classification of general stratification issues in Chinese society to guide our research. Our focus is on theoretical issues specifically relating to laid-off workers. We use their analytical approach, along with our empirical findings, to launch a theoretical speculation about ways in which the developing capitalistic labor market might be influencing the stratification of population in marketizing China.

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The 1998 State Council Organizational Streamlining: Personnel reduction and change of government function

Cited by 11 publications

References 3 publications

Understanding Policy Instruments for Steering Nonprofit Organizations in China: Only Carrots and Sticks?

Understanding Policy Instruments for Steering Nonprofit Organizations in China: Only Carrots and Sticks?

State Capitalism, Chinese‐Style: Strategic Value of Sectors, Sectoral Characteristics, and Globalization

Social Networks and Stratification in the Urban Chinese Labor Market: The Case of Laid‐Off Textile Workers and Their Officials in the Tianjin Municipality*

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