Authors: Sharon L. Oswald, Jifu Wang, William R. Boulton
Addresses: Department of Management, Auburn University, 415 W. Magnolia Avenue, Suite 401, Auburn, AL 36849 5248, USA. ' University of Houston, Victoria, 3007 N. Ben Wilson, Victoria, TX 77901 5731, USA. ' Department of Management, Auburn University, 415 W. Magnolia Avenue, Suite 401, Auburn, AL 36849 5248, USA
Abstract: The impact of globalisation and worldwide competition has become glaringly apparent in China. This paper examines China|s transformation of state-owned enterprises (SOEs) to competitive privatised entities. With China|s move toward an open market society, the Chinese government saw the need to privatise some of the SOEs. Using Agency Theory and Ramamurti|s three-tiered model of privatisation as a theoretical framework, we chronicle the transformation of six Chinese SOEs that have used advanced management systems to make themselves viable market contenders and competitive enterprises. Finally, we showcase one firm, Chongqing CHN & CHN Ceramics Co., Ltd. (C&C), a company well on its way to becoming a leader in the global ceramics market.
Keywords: state-owned enterprises; SOEs; transformation; competitive capability; privatisation; advanced management; China; transition economies; world class companies; economic transition.
International Journal of Entrepreneurship and Innovation Management, 2005 Vol.5 No.3/4, pp.332 - 348
Published online: 20 Mar 2005 *Full-text access for editors Access for subscribers Purchase this article Comment on this article