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| 1 |
ID:
158032
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| Summary/Abstract |
Chinese governments, driven by both pragmatic and legitimacy purposes, have been enthusiastically engaging social organizations in service contracting to meet rising service demands. This article argues that social organizations’ participation in contracting is shaped by their dual identity as state agents and social actors. Such a dual identity is forged by China’s institutional environment and its internal tension may create both incentives and disincentives for contracting. Using the data from the competitive contracting for the social service program in Shanghai (2009–2013), the article finds intriguing evidence that both identities had positive influences on social organizations’ participation. Social organizations actively participated to demonstrate loyalty and manage their relations with government, as well as to seek new resources, social visibility and professional capacities. They reconciled the two identities by adopting multiple strategies. Further analysis reveals how contracting has been adapted to the social-administrative system in China.
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| 2 |
ID:
172068
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| Summary/Abstract |
Changing state–society relations in China have made it a challenge for the government to adopt unpopular policies that may incur blame and mass resistance. How can the Chinese regime adopt and implement unpopular policies when enforcement based on coercion is costly and undesirable? The article investigates property tax reform as a case to show how policy unpopularity and government strategies together resulted in a policy that failed to achieve any major policy goals. This study confirms China’s governance transformation compromises efficiency with broader public values and shows the limitedness of incremental reforms.
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| 3 |
ID:
101199
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| Publication |
2010.
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| Summary/Abstract |
This paper provides an alternative perspective on the post-1978 incremental adaptation of the Chinese administrative state. Unlike other studies that focus on the centralized reforms of the rationalized state or fragmentation and competition within the state, this paper analyzes the neglected strategies of self-empowerment adopted by weak administrative organizations and the subsequent impacts on administrative adaptation from an institutional-organizational perspective. Our case study on the organizational dynamics of ageing management suggests that weak or-ganizations, as peripheral insiders of the regime, are aware of their weakness and are skillful in utilizing mixed strategies, in a risk-averse way, to take advantage of the opportunities and resources emerging from the increasingly plural and diverse institutional environment. Most notably,these organizations partially assume and partially offset the role of the potentially disobedient external organization. Overall, their behavior creates and enlarges the pores through which modern administrative values and practices penetrate the transitional Chinese administrative state.
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