Today's state-owned enterprises of China: are they dying dinosaurs or dynamic dynamos?

Abstract

This paper raises the question and provides empirical evidence regarding the status of the evolution of the state‐owned enterprises (SOEs) in China today. In this study, we compare the SOEs to domestic private‐owned enterprises (POEs) and foreign‐controlled businesses (FCBs) in the context of their organizational cultures. While a new ownership form, many of the POEs evolved from former collectives that reflect the traditional values of Chinese business. Conversely, the FCBs are much more indicative of the large global MNCs. Therefore, we look at the SOEs in the context of these two reference points. We conclude that the SOEs of today have substantially transformed to approximate a configuration desired by the Chinese government when it began the SOE transformation a couple of decades ago to make them globally competitive. The SOEs of today appear to be appropriately described as China's economic dynamic dynamo for the future. Copyright © 2006 John Wiley & Sons, Ltd.

Social network contingency, symbolic management, and boundary stretching

“…SOEs also tend to be important customers for products and services (Toninelli, 2000). By coopting SOEs focal firms can use corporate interlocks to access resources from SOEs without fearing state interference; SOEs often have significant autonomy in making decisions (Ralston et al ., 2006). Directors from SOEs that provide access to valuable resources and large orders are in high demand for corporate interlocks (Ren, Au, and Peng, 2004).…”

Bureaucratic Hierarchy vs. Feudal Hierarchy: A Study on the Organizational Culture of China’s SOEs

“…This article clarifies the two concepts in the first place. Ralston et al (2006) and Tsui et al (2006) suggested that the dominant organizational culture of China's state-owned enterprises (SOEs) was Bureaucratic Hierarchy, consistent with Quinn and Cameron (1983)'s "life cycles -criteria of effectiveness model". However, according to Boisot and Child (1996)'s "Chinese and Western paths to modernization" model, China's SOEs are dominated by Feudal Hierarchy culture.…”

The Influence of Dimensions of Organisational Culture on the Management of Heritage Sites as Tourism Products in Zimbabwe

“…In short, SOEs in China underwent a cultural change process. In addition, Ralston et al, [42] studied SOEs in China and concluded that there has been a transformation in the culture of these institutions and that organisational culture has been the indicator of change in SOEs. In addition, due to cultural change, there has been a marked improvement in SCM in SOEs in China.…”

“…SOEs in China have been accepted as peers capable of adding value to joint ventures around the world [40]. Ralston et al, [42] concluded that the China's SOEs have substantially been transformed to approximate a configuration desired by the Chinese government when it began the SOE transformation a couple of decades ago to make them globally competitive. The SOEs in China have developed a new culture, which values better individual accountability and interorganisational communication and coordination, an increased team spirit, and an emphasis on human resources and their development [40].…”