Social entrepreneurship and citizenship in China: the rise of NGOs in the PRC
In: Routledge research on the politics and sociology of China
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In: Routledge research on the politics and sociology of China
In: Routledge research on the politics and sociology of China
In: The China quarterly, Band 255, S. 793-794
ISSN: 1468-2648
In: The American review of public administration: ARPA, Band 47, Heft 7, S. 862-864
ISSN: 1552-3357
In: The China journal: Zhongguo-yanjiu, Band 67, S. 203-204
ISSN: 1835-8535
In: The American journal of sociology, Band 115, Heft 2, S. 602-604
ISSN: 1537-5390
In: The China journal: Zhongguo-yanjiu, Band 61, S. 157-159
ISSN: 1835-8535
In: Journal of civil society, Band 4, Heft 2, S. 81-96
ISSN: 1744-8697
In: Visual studies, Band 23, Heft 1, S. 20-33
ISSN: 1472-5878
In: The China quarterly, Band 191, S. 758-759
ISSN: 1468-2648
In: The sociological quarterly: TSQ, Band 47, Heft 1, S. 69-92
ISSN: 1533-8525
In: Communist and post-communist studies: an international interdisciplinary journal, Band 38, Heft 3, S. 309-327
ISSN: 0967-067X
World Affairs Online
In: Communist and post-communist studies, Band 38, Heft 3, S. 309-327
ISSN: 0967-067X
This paper explores the role of favor exchange practices—Chinese guanxi and Russian blat—on investment and entrepreneurship. In both societies policies which supported marketization were undermined by actual institutions, including an insufficient legal structure for enforcing contracts. But cultural resources armed Chinese and Russians differently to react to these circumstances. Guanxi practice allowed people to create networks, to build trust, and to reach out. It was a tool which could be used to build enough trust to allow business transactions to succeed—capitalism without contracts. In contrast, Russian blat devolved into corruption, and faded in importance for ordinary citizens. Without a way to build trust or extend networks, Russians retreated into defensive involution, and engaged in predatory behavior against those outside their small circles of friends. Instead of capitalism without contracts, Russia suffered the depredations of capitalists without capitalism.
In: The China quarterly: an international journal for the study of China, Heft 221, S. 100-122
ISSN: 0305-7410, 0009-4439
This article uses an institutional approach to examine Chinese NGOs as an emerging organizational field. In mature organizational fields, the organizations are powerfully constrained to follow the institutional practices of that field. However, in an emerging organizational field, the institutionalized constraints are not yet established, so actors can try out a wide range of practices. Some of these practices will become the new "rules of the game" of the organizational field when it is established. The content of these rules will shape the relationship between NGOs and the Chinese party-state for future generations. We find that a Chinese NGO's resource strategy is shaped by two interacting factors. First, NGOs operate in an evolving ecology of opportunity. Second, the social entrepreneurs who lead Chinese NGOs perceive that ecology of opportunity through the lens of their personal experiences, beliefs and expertise. As a result, the initial strategies of the organizations in our sample were strongly influenced by the institutional experience of their founders. Former state bureaucrats built NGOs around alliances with party-state agencies. In contrast, NGO founders that had no party-state experience usually avoided the state and sought areas away from government control/attention, such as the internet or private business. (China Q/GIGA)
World Affairs Online
In: The China quarterly, Band 221, S. 100-122
ISSN: 1468-2648
AbstractThis article uses an institutional approach to examine Chinese NGOs as an emerging organizational field. In mature organizational fields, the organizations are powerfully constrained to follow the institutional practices of that field. However, in an emerging organizational field, the institutionalized constraints are not yet established, so actors can try out a wide range of practices. Some of these practices will become the new "rules of the game" of the organizational field when it is established. The content of these rules will shape the relationship between NGOs and the Chinese party-state for future generations. We find that a Chinese NGO's resource strategy is shaped by two interacting factors. First, NGOs operate in an evolving ecology of opportunity. Second, the social entrepreneurs who lead Chinese NGOs perceive that ecology of opportunity through the lens of their personal experiences, beliefs and expertise. As a result, the initial strategies of the organizations in our sample were strongly influenced by the institutional experience of their founders. Former state bureaucrats built NGOs around alliances with party-state agencies. In contrast, NGO founders that had no party-state experience usually avoided the state and sought areas away from government control/attention, such as the internet or private business.