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Big businesses have faced a persistent dilemma in China since the nineteenth century: how to retain control over corporate hierarchies while adapting to local social networks. Sherman Cochran, in the first study to compare Western, Japanese, and Chinese businesses in Chinese history, shows how various businesses have struggled with this issue as they have adjusted to dramatic changes in Chinese society, politics, and foreign affairs. Cochran devotes a chapter each to six of the biggest business ventures in China before the Communist revolution: two Western-owned companies, Standard Oil and British-American Tobacco Company; two Japanese-owned companies, Mitsui Trading Company and Naigai Cotton Company; and two Chinese-owned firms, Shenxin Cotton Mills and China Match Company. In each case, he notes the businesses' efforts to introduce corporate hierarchies for managing the distribution of goods and the organization of factory workers, and he describes their encounters with a variety of Chinese social networks: tenacious factions of English-speaking compradors and powerful trade associations of non-English-speaking merchants channeling goods into the marketplace; and small cliques of independent labor bosses and big gangs of underworld figures controlling workers in the factories. Drawing upon archival sources and individual interviews, Cochran describes the wide range of approaches that these businesses adopted to deal with Chinese social networks. Each business negotiated its own distinctive relationship with local networks, and as each business learned about marketing goods and managing factory workers in China, it adjusted this relationship. Sometimes it strengthened its hierarchical control over networks and sometimes it delegated authority to networks, but it could not afford to take networks for granted or regard them as static because they, in turn, took their own initiative and made their own adjustments.In this book Cochran calls into question the idea that the spread of capitalism has caused business organizations to converge over time. His cases bring to light numerous organizational forms used by Western, Japanese, and Chinese corporations in China's past, and his conclusions suggest that businesses have experimented with new forms on the basis of their historical experiences-especially their encounters with social networks

Frontmatter -- Acknowledgments -- CONTENTS -- List of Illustrations -- 1 Consumer Culture in Chinese History -- 2 Inventing Imperial Traditions and Building Olde Shoppes -- 3 Advertising Dreams -- 4 Capturing a National Market -- 5 Crossing Enemy Lines -- 6 Crossing National Borders -- 7 Agents of Consumer Culture -- Abbreviations Used in Notes -- Notes -- Archives -- Works Cited -- List of Illustration Credits -- Index

Among American works of fiction about China before World War II, Alice Tisdale Hobart's Oil for the Lamps of China (1933) was second only to Pearl S. Buck's The Good Earth (1931) in influence and sales. Hobart's novel, evidently set during the Northern Expedition of 1926-28, also inspired a Warner Brothers film by the same name in 1935. Unlike the film, Hobart's novel did not give a boosterish picture of American capitalism. In portraying the leading character, Steven Chase, a field agent for an American oil firm in China, Hobart drew on the experience of her husband, a field agent for Standard Oil Company. Her husband, like Chase, was callously fired after loyally serving the company and adapting to Chinese culture and protecting company property from anti-imperialist mobs. The novel is memorable for its vivid characterizations of Americans and Chinese working for an American corporation in China and for its dark view of American capitalism and Chinese revolution.