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AbstractChina's political and economic systems are often discussed in combination. It is generally believed that under the political system of centralization, the economic system had to be a state monopoly. This article challenges that view by providing an economic perspective. The period 1949–1984 is selected to explore the causes of successive periods of strengthening and weakening of the state's monopoly power over the economy. Scholars have generally assumed that the period of state monopoly originated from socialist ideology or the personal will of the leaders. But economic conditions severely limited the options available. After the new China was established, the Chinese Communist Party (CCP) did not try to create a fully socialist economy in the short run. Instead, the CCP formulated a New Democracy platform that pragmatically allowed many types of enterprise to function side by side, including private industry, household ventures, and state‐owned enterprises. The original plan of the CCP was to allow private enterprise to develop in order to build up capital to rebuild the war‐damaged economy so that a strong foundation could be established for creating a socialist economy. But the Korean War from 1950 to 1953 and an influx of Soviet capital caused a shift from a mixed economy to state capitalism by 1956. From that point on, Mao Zedong and other Chinese leaders had to change course again and again as fiscal crises limited available options. A reversal occurred in 1958 when the Soviets withdrew both their advisors and their capital subsidies, leaving the state capitalist system weakened. The crisis in the Chinese economy from 1959 to 1961 required decentralization of economic authority and efforts to promote rural capital formation. The next shift occurred after 1963 as the economy was organized to prepare for a possible military invasion. The required mobilization of industrial resources in remote regions of China inevitably reinforced state management of the economy. The final reversal occurred in the late 1970s, when imports of Western technology and equipment created another fiscal crisis for the central government, which then had to shift the burden of capital formation from the state to private entities. The reform of the rural household contract system, the adjustment of economic structures, and an increase in exports to gain foreign exchange all took place as part of "de‐monopolization" reforms. The reforms that occurred after 1979 were not an aberration or a radical break from the past. They were part of a pattern that evolved from 1949 to 1984, with fluctuations dependent on the weakening and strengthening status of state finances. The shifts that occurred during this period have either been ignored by observers, or they have been misinterpreted as being motivated by ideology. In fact, new policies were created to enable the government to adjust to changes in the internal and external environment.

PurposeGiven India's rapid industrial growth and burgeoning numbers of sales and marketing employees, there is an urgent need to develop India‐centric B2B sales management knowledge. However, there is little hard information about similarities or differences between sales management strategies in India and the developed economies. To shed more light on this issue, in this commentary the aim is to report the results of a novel exploratory study of recent India B2B sales job ads motivated by the idea that sales recruiting is a critical sales management function that provides insights into hiring organizations' overall business strategy.Design/methodology/approachThe authors content analyze a sample of India sales job ad postings to identify the job goals, skills and additional roles sought by Indian B2B sales recruiters. Subsequently, they use latent class clustering to segment companies along these requirements.FindingsIt is found that B2B sales organizations in India appear to be recruiting according to the same core strategies, principles and criteria as those in the developed world, especially with regard to customer management.Research limitations/implicationsThis research develops confidence that some extant B2B sales management theories, models, and knowledge accumulated in developed markets are applicable to the Indian context, with suitable modifications to accommodate idiosyncratic cultural and economic differences.Originality/valueThis is the first, albeit exploratory, effort to utilize the content of India‐specific B2B sales job advertisements as a source of data and insights into sales management strategies in India.

On the basis of an understanding that the crises of core nations are being transferred to developing countries and thus globalized, this article highlights two issues, the 'sovereignty externalities' borne by developing countries and the 'currency–strategy' of the superpower in financial capitalism. These are the causes of the predicament with which developing countries are faced today. Furthermore, to illustrate how manufacturing countries bear the international institutional costs of global financialization, we further elaborate the 'international competition smiling curve'. This article elaborates these theoretical issues with reference to China, South Africa and Venezuela.