Structural Replacement or Structural Inducement : Government Ties of Chinese Business Executives
Research output: Journal Publications and Reviews (RGC: 21, 22, 62) › 21_Publication in refereed journal › peer-review
Author(s)
Related Research Unit(s)
Detail(s)
Original language | English |
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Pages (from-to) | 54-70 |
Journal / Publication | Canadian Journal of Administrative Sciences |
Volume | 26 |
Issue number | 1 |
Online published | 19 Mar 2009 |
Publication status | Published - Mar 2009 |
Link(s)
Abstract
We suggest that the structural replacement thesis, which proposes that managers in Chinese nonstate-owned enterprises (NSOEs) possess more government ties than managers in Chinese state-owned enterprises (SOEs), is theoretically incomplete because it considers only the motivation of managers of NSOEs. The extensiveness of social ties is influenced also by the capability and opportunity for social actors to cultivate these social ties. We introduce the structural inducement thesis, which holds that SOE managers have more government ties than do NSOE managers, as an alternative to the structural replacement thesis. Our analysis of 250 Chinese managers ' ties supports this structural inducement thesis. The theoretical and applied implications of these findings are discussed. Copyright © 2009 ASAC.
Research Area(s)
- Chinese business managers, Government ties, Social tie extensiveness, Structural inducement, Structural replacement
Citation Format(s)
Structural Replacement or Structural Inducement : Government Ties of Chinese Business Executives. / Yao, Xiaotao; Li, Stan Xiao; Sue-Chan, Christina et al.
In: Canadian Journal of Administrative Sciences, Vol. 26, No. 1, 03.2009, p. 54-70.Research output: Journal Publications and Reviews (RGC: 21, 22, 62) › 21_Publication in refereed journal › peer-review