This book is dedicated to strategic management research relating to China’s SOE. As China’s economic system of the day is featured by mixed ownership, state-owned enterprises (SOEs), under the New Normal of economic backdrop, are devoted to exploring the reform of stock resources reorganization, one of which is through mergers and acquisitions (M&A). This book explores the key points and difficulties in the successful reform of Chinese enterprises with mixed ownership by focusing on trust and innovation and by widely covering normative research, index evaluation system, game theory and empirical research with case study. It is significant for evaluating the reform of SOE in China by integrating the informal institutional aspects into the formal one and understanding the leading role of SOE in China’s economic development.

This original book is a unique and original study on how, in the past decade, Chinese state-owned enterprises (SOEs) have achieved technological innovation in the large infrastructure sector. It reveals a ‘new world’ of Chinese innovations, showing that SOEs are willing to innovate and more than capable of doing so. Based on findings from first-hand data and years of in-depth observations, this book shows how the innovation ecosystem perspective incentivizes and facilitates Chinese SOEs’ innovation and highlights entrepreneurial role of the government.

The Nature, the Performance, and the Reform of State-owned Enterprises provides a detailed description of state-owned enterprises (SOEs) in China with respect to both efficiency and income distribution. It shows that state ownership in the form of SOEs does not use resources efficiently and has a poor record in income distribution. Moreover, SOEs are found to enjoy unfair advantages in their competition with other firms. To illustrate the point, the book presents data revealing how favored policies, monopolistic powers, and subsidies benefit SOEs. These advantages are worth several trillion yuans a year. It is a sad irony that such wealth of the people is used to beef up the revenues of the SOEs, making their accounts look much better than they should be.This book, with its rich empirical data and information, is an authoritative reference for researchers interested in SOEs. It is also a good read for students of social sciences and the public to learn more about SOEs.

In revisiting the forty year history of reforms to China's state-owned enterprises (SOE), the book assesses the experiences of this process of reform and scrutinizes how this has helped advance the country's economy overall. The author finds that China's SOE reform not only commits to institutional innovation within the corporation in terms of operating mechanisms, management structure, legal organization and the economic system of the enterprise; but that it is also underpinned by a series of policies that highlight an increasing market orientation. The measures have given rise to a benign interaction between enterprise reform and market development, while switching the SOE's role from appendages of government organs under a planned economic system to more autonomous entities that integrate public ownership and the market economy. In this regard, SOE reform's success in constructing a modern enterprise system serves as the micro-foundation and core of an improved socialist market economic system. The book will appeal to academics and students interested in political economy and the Chinese economy, with particular reference to SOE reform and the recent economic transition in China.

This work is a continuation of the authors' earlier publication, "The China Miracle: Development Strategy and Economic Reform". The authors review the historical evolution of the state-owned enterprises, analyze the current problems, and suggest the direction for future reforms.

This publication examines China's reform agenda for the privatisation of state-owned enterprises and surveys the results of privatisation measures in other industrialising economies. It draws upon recent survey data to assess changes in the ownership structure of state enterprises on management, governance, innovation and performance relative to other types of firms in China.

This book systematically defines and analyses the rise of China’s innovation system and Chinese corporate governance model. China’s achievement in artificial intelligence and high technology innovation has attracted the global attention. The country’s innovation system and Chinese model arose during the period between the mid-1990s and the first decade of 21 century, making it one of the leading countries in those fields. This revised and expanded edition examines the Chinese innovation business model based on the basic concept of firm’s governance structure. It builds upon five dimensions: ownership and shareholding structure; interrelation between employer and employee; interrelation between firms; financing pattern and performance criteria; and innovation system and core competitiveness. This book also compares China’s innovation system with the American model and with the European model exemplified by Germany.

This book focuses on the nature and significance of China’s state enterprises which have undergone substantial changes since China’s economic liberalization in 1978. It argues that much of the criticism is based on mistaken premises, where even the term ‘state-owned enterprises’ is a misnomer given that the emphasis is much less on ownership than on control. Using numerous case studies, this book highlights the extent to which these enterprises have evolved in response to reforms, and provides an in-depth analysis of their role in China’s outward investment strategy in the “Belt and Road” initiative. This role speaks to their growing influence as China expands her global footprint.

China's reform of industrial state-owned enterprises (SOEs) seeks to maintain ownership of the key enterprises and improve their performance by establishing market-oriented incentives. Although most countries in transition have turned to systemic privatization of SOEs, in China the state carries out "shareholder" functions performed by private owners in market economic systems. This report argues for extensively diversifying ownership; integrating cross-regional and cross-sectoral shareholding and simplifying organizational structures; further developing property rights and asset exchanges; eliminating policy-induced barriers to entry and exit in inherently competitive sectors; intensifying incentives to meet debt-service obligations; creating a market for managerial talent; and requiring independent audits of financial accounts. Tables display the performance and characteristic of Chinese SOEs; figures show various organizational structures of state asset management systems; and boxes include the diversification of Chinese SOE ownership, utilization of state-owned land assets for enterprise reform, and alternative organizational modes for state asset management.