Some characteristics of Chinese state-owned company managers in roles and behaviours

  • Junbo Wang

    Student thesis: Other thesis - CDU


    Since China adopted the open reform policy in 1978, China has undergone a series of fast social and economic changes. In the light of the remarkable economic success that has taken place in the country in the past 20 years, more and more business people and government organisations across the world have shown great interest in probing the economic operational environment of China.

    In understanding the economic operational environment of China, we cannot ignore SOE's ( State-Owned Enterprises), especially the large and medium-sized SOE's, which play a significant role in Chinese economy. In spite of its significant development over the past decade, a large number of SOE's still face serious problems. For example, while the external pressure from the market has become more intense, quite a number of SOE's have been unable to adapt to the competitive environment and operate at a loss. SOE's' problems are attributed to a number of reasons, both external (national policies, market, domestic and international competition) and internal (management, organisation, operation, employees and so on). As managers are at the core of the company leadership, managers play decisive roles in various business activities in the companies. Managers' values and behaviours are closely associated with company operations. To explore Chinese managers' roles and behaviours can help us identify some justifications which explain a number of operational features of SOE's. In this regard, this paper attempts to examine some characteristics of managers' roles and behaviours in state ownership setting from internal perspective and audit some links between the manager's role and the company operation.
    Date of AwardFeb 1998
    Original languageEnglish

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