Management World is supervised by Development Research Center of The State Council, and sponsored by Development Research Center of The State Council. It aims to reflect the multi-field and multi-disciplinary research on China’s economic and social management issues, and to provide services for China’s economic reform and development. Its scope covers fiscal and financial research, rural economics, macroeconomic management, public management, business management, industrial and regional development. The journal, included in CSSCI and JST, has been in the top list in the field of economic management for many years, and achieved a very high reputation from readers all over the world.
Editor-in-Chief Li Kemu
Deputy Editor-in-Chief Tian Yuan,He Shaohua, Lu Jian, Jiang Dongsheng
Editorial Board Ma Xiaogang, Qiao Renyi, Li Jiping, Li Menggang, Li Peiyu, Zhang Xinmmin, Shen Bainian, Chen Dongsheng, Cheng Quansheng, Zhao Jie,Tuo Zhen
This paper introduces the hierarchical control mode, contractual control mode and the Grossman-Helpman-Antras theory of the international organization of production into the integration model of production in overseas mergers and acquisitions (M&A) and conducts an empirical test by utilizing the empirical data of China from 2003 to 2012. The study shows that the hierarchical control mode is favored in overseas M&As under the governance environment featuring high-level business productivity, capital-intensive industries and high transaction costs in the host country; conversely, the contractual control mode is preferred. However, the empirical results indicate that the current overseas M&As by Chinese enterprises only conform to this rule in terms of industrial characteristics whilst showing a certain deviation at the levels of corporate factors and regional factors. The effective ways to resolve the performance dilemma of China’s overseas M&As are to strengthen the micro condition construction of enterprises, optimize the governance structure and the integration ability of overseas enterprises and guide enterprises to rationally choose micro-production organizational control modes based on institutional innovation and management reform.
This paper assesses the impacts of immigration network on the export performance of Chinese enterprises via their micro trade data. Findings are as follows. (1) Immigration network plays a positive role in exports of Chinese enterprises. Moreover, it plays a role (mainly in extensive margin) by stimulating more enterprises to work on exporting, but exerts rather insignificant impacts on intensive margin. (2) Immigration network is conducive to improving the export probability and export intensity of Chinese enterprises. (3) Immigration network exerts positive influences upon the export probability of enterprises engaged in both processing trade and non-processing trade, but produces more influences upon enterprises working on processing trade. (4) Hong Kong, Macau and Taiwan-owned enterprises and foreign-owned enterprises have more advantages to promote exports by virtue of immigration network. (5) Immigration network plays a most appreciable role in raising the export probability of enterprises in eastern China, but its role in promoting the export probability of enterprises in central and western China is subject to influences of enterprise productivity. (6) Information and communication technologies will further increase the positive impacts of immigration network on the export probability of Chinese enterprises.
This paper uses data from the Chinese General Social Survey (CGSS 2010) and adopts the new methods of family equivalence scale adjustment to re-measure the extent of the Chinese poverty, thereby building a complete method to measure China’s poverty. The data are divided into subgroups to be examined for China’s structural poverty characteristics in detail, analyzing the factors contributing to poverty by using the logit and tobit models. We found that when measuring poverty in China, it is necessary to carry out equivalence scale adjustment in accordance with the family scale and family composition. The poverty rate falls to 5.8 percent after adjustment, which is nearly half the percentage before the adjustment. Much existing literature does not consider the conditions such as family economic resource sharing. Consequently, the poverty rate is overestimated in China. Moreover, the data analysis substantiates the income’s essential role in helping a family out of poverty. The more employed family members are and the better their quality is, the less likely it is for the family to fall into poverty.
In the Bottom of the Pyrimad (BOP) market, during the business operation of companies, the cooperative network, which has specific relations and structures with diversified organizations and individuals, is able to realize value creation and sharing in a more effective manner. The study bases on the features of social embeddednesssocial embeddedness: double, dynamic and layers, proposes a theoretical analysis framework, use the development process of Hunan Shunhua Duck Industrial Development Company as case study subject, investigate the process features and internal mechanism of the BOP network envolvement. The research has shown that the relations and structure features of the BOP networks decide the social embeddednesssocial embeddedness status of the members, and then further produce corresponding social capitals and liability combination, influencing the cooperative behaviors of the members and the network achievements. Corporates will also promote the networks evolvement through taking the initiative and adjusting the networks relations and structure. Among this, introducing an agent organization that represents the collective interests of the BOP producers to form a layered governance is a crucial means to simplify and optimize the networks. Companies can transfer partial network power to the agent organizations to reduce the relations embeddedment level of the BOP producers and enhance the operational efficiency. In the end, the article summarizes four modes in the BOP networks evolvement from the subject that organizes the BOP producers and their power relations, and, based on that, discusses a general approach of the BOP network evolvement.
The position promotion mechanism is an important institutional arrangement in incentive systems for senior managers of State-Owned Enterprises (SOEs). Its implementation impacts directly on the effectiveness of incentives. In this study, we collect the data on the whereabouts, promotion and demotion of the chairmen, general managers and party secretaries of central and local SOEs after their leavings during 2003 to 2012, and firstly investigate the implementation of the position promotion and evaluation mechanism for SOE senior managers and the preconditions of its effective implementation based on the performance evaluation rules of various levels of State-owned Assets Supervision and Administration Commission (SASAC) on SOEs. We find that the promotion of senior managers of central SOEs relies on their performance and personal abilities. In contrast, under the constraint of political tournament, the promotion of senior managers of SOEs at provincial, prefectural and county levels depends on non-performance political connections or policy burden takings. The promotion evaluation mechanism is implemented differently in central and local SOEs, that is, regulatory independence affects the effectiveness of the promotion mechanism. In addition, compared with the less market-oriented middle and western regions, the promotion mechanism for SOE senior managers in the eastern region of China is more effectively implemented.
The reform of the administrative approval system is the breakthrough point of the government’s function transformation and for adjusting the relationship between the government and the market. Since the establishment of the first city-level administrative approval center in 1997, more than 10 years have passed and China has now established administrative examination and approval centers in more than 260 cities. How did such a large-scale organizational reformation and diffusion of local governments happen? And what factors contributed to the establishment of the administrative examination and approval centers? This paper reveals the process of the rise of the new administrative approval system in Chinese cities from the perspective of local government innovation and diffusion. The author has built a database consisting of data of the social economic situations, administrative examination and approval centers and the careers of local officials of 281 prefecture-level and sub-provincial cities from 1997-2012. Based on the discrete time and time series EHA models, this paper proposes and testifies the impact of local economic conditions and administrative factors, the longitudinal and lateral diffusion mechanism as well as the political movements of local officials on the establishment of local administrative examination and approval centers. This research helps reveal the internal mechanism of the “Chinese Experience” that promotes local innovation, which has long been praised by the academic world.
That local enterprises acquire external knowledge to make up for their own deficiency has become an important route in upgrading the enterprises in the catching-up process. With in-depth study on acquiring external knowledge, some scholars began to pay attention to “intelligence introduction” learning. Based upon embedded case studies on Pearl River Piano Group, our results indicate that “Intelligence introduction” learning has undergone a dynamic evolution process, from the problem-oriented approach to the project-oriented approach, and finally to the internalization-oriented approach. Moreover, organizational routines play an important role in promoting enterprise upgrading through “intelligence introduction” learning. Besides, the external environmental pressure and internal absorption ability exert important influences in the choice of “intelligence introduction” learning. Finally, we find that the generation and transformation of organizational routines enhances technical capabilities and expands market space of enterprises, which would further impact the environmental pressure and absorption ability of enterprises and guide them to enter a new phase of “intelligence introduction” learning and enterprise upgrading.
