Organized Dependency and Cultures of Authority in Chinese Industry
- 1 November 1983
- journal article
- Published by Duke University Press in Journal of Asian Studies
- Vol. 43 (1) , 51-76
- https://doi.org/10.2307/2054617
Abstract
In this article the author examines what he terms an “institutional culture of authority” that has come to characterize postrevolution Chinese industrial enterprises. This institutional culture is shaped by a pattern of organized dependency that is inherent in the economic relationship of employees to enterprises, and also in systems of reward and control that link the opportunities of employees to their behavior and attitudes. This institutional culture is manifested in widespread ritualism in political meetings, low exercise of voice by subordinates, the creation of patron-client networks linking the Party to selected employees, and the everyday cultivation of personal connections for individual gain.Keywords
This publication has 9 references indexed in Scilit:
- Competitive ComradesPublished by University of California Press ,1982
- Reading Notes: The Chinese Wage SystemThe China Quarterly, 1981
- Participative Management and Worker Control in ChinaSociology of Work and Occupations, 1981
- A Preliminary Model of Particularistic Ties in Chinese political Alliances:Kan-ch'ingandKuan-hsiin a Rural Taiwanese TownshipThe China Quarterly, 1979
- Small Groups and Political Rituals in ChinaPublished by University of California Press ,1974
- An Organizational Approach to the Study of Political Culture in Marxist-Leninist SystemsAmerican Political Science Review, 1974
- A Factionalism Model for CCP PoliticsThe China Quarterly, 1973
- Japanese Blue CollarPublished by University of California Press ,1971
- Political Culture, Political Structure and Political ChangeBritish Journal of Political Science, 1971