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ID:
145827
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| Summary/Abstract |
The literature on faction suggests that patrons in the party may recruit faction members on the basis of a broad range of shared traits and experience. Some scholars argue reasonably that with increasing specialization of officials, factions are increasingly dominated by those with shared work experience in a set of bureaucracies. Although this trend may be true in general, senior leaders may still recruit those with whom they share birth place and school ties into their factions. To investigate this, we first derive four reasonable ways of measuring factional ties as suggested by the literature. We then explore the factional recruitment strategy pursued by each reform-era (1978–present) party secretary generals of the CCP by evaluating the measures of factional ties which predicted their clients’ promotions to full Central Committee membership. Our results show that Hu Yaobang, Jiang Zemin, and Xi Jinping pursued broadly based factional recruitment strategies, while Hu Jintao recruited faction members mainly from work colleagues. We further uncover signs that the party institutions may allow deposed secretary generals some measure of influence over promotions even after their political demise. At the same time, strict retirement rules on lower level officials gave rise to a cohort effect that gave the general secretary greater influence over the promotion of alternate Central Committee members to the full Central Committee during their first term than in subsequent terms.
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| 2 |
ID:
179271
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| Summary/Abstract |
The Chinese Communist Party has been surprisingly successful in carrying out its plans in the face of various challenges in the post-Mao era. Compared to their central counterparts, the operating patterns of local institutions in tackling such difficulties have been less examined. This paper aims to fill this gap by exploring the party’s management of provincial standing committees (PSCs). As the highest level of local collective leadership, the PSC essentially sets the agenda for the province. Using a new database of PSC members from 1980 to 2016, this study provides a systematic illustration of the historical composition of provincial collective leadership. Instead of making drastic changes, the party has subtly shifted the roles of provincial leaders: it has redefined the role of the vice party secretary, adjusted the number of posts in the provincial government, and raised the level of professionalism.
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