The impact of ownership on management and structures in the Chinese electronics industry

Yin Fang Zhang, David Parker

Research output: Contribution to journalArticlepeer-review

Abstract

China has introduced a series of reforms since the early 1980's aimed at encouraging state -owned firms (SOEs) to become more market oriented. This study reports the results of a postal questionnaire to firms in the Chinese electronics sector to test whether, following recent reforms, SOEs in China have adjusted and become commercially oriented, as the Government intended. Questions were asked on a range of issues relating to organizational objectives, management appointments, employment, organizational structure and inputs and outputs including financing. Respondents included managers in traditional and corporatized SOEs, in joint ventures and in collective enterprises. The results suggest that collectives, joint ventures, and the limited liability companies with non-SOE origins remain more commercially oriented than the state-owned firms both in traditional and corporatized forms. In spite of 20 years of reform, on average the management behaviour of SOEs in the Chinese electronics industry remains poorly adjusted to market competition compared to other firms in the same industry.
Original languageEnglish
Pages (from-to)95-114
Number of pages19
JournalAsia Pacific Business Review
Volume8
Issue number3
DOIs
Publication statusPublished - 2002

Research Beacons, Institutes and Platforms

  • Global Development Institute

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