Beyond Market and Hierarchy: Patriotic Capitalism and the by Kwan Man Bun (auth.)

By Kwan Man Bun (auth.)

Show description

Read Online or Download Beyond Market and Hierarchy: Patriotic Capitalism and the Jiuda Salt Refinery, 1914–1953 PDF

Best processes & infrastructure books

Scenario Planning in Organizations: How to Create, Use, and Assess Scenarios (Organizational Performance)

State of affairs making plans is helping association leaders, executives and decision-makers envision and strengthen innovations for a number of attainable futures rather than only one. It permits companies to turn into resilient and agile, conscientiously calibrating their responses and adapting speedy to new situations in a fast-changing setting.

Surface Contamination and Cleaning, Volume 1

This quantity includes 24 papers, which care for every kind of contaminations on a bunch of surfaces. the subjects lined comprise: mapping of floor contaminants; a variety of ideas for cleansing surfaces; a number of concepts for tracking point of cleanliness; appropriate cleanliness degrees; ionic illness; pharmaceutical cleansing validations; cleansing of glass surfaces; decontamination of delicate apparatus; no-chemistry method cleansing; waterjet cleansing; cleansing with good carbon dioxide pellet blasting; cleanroom wipers; airborne dirt and dust elimination from sunlight panels and spacecraft on Mars; laser cleansing of silicon surfaces; particle removing; implications of floor illness and cleansing; and way forward for business cleansing and similar public policy-making.

IT Outsourcing Governance: Client Types and Their Management Strategies

The elevated complexity and diversity of knowledge platforms outsourcing poses demanding situations for the profitable administration of sourcing tasks. Stefanie Leimeister examines sorts of IT outsourcing relationships and their governance constructions looking on the outsourcing consumers’ underlying expectancies.

Management of Network Organizations: Theoretical Problems and the Dilemmas in Practice

Potent administration is important to the luck of community firms and will decrease the chance inherently linked to cooperative process. This contributed quantity addresses the administration of community businesses from either theoretical and functional views, in addition to a global perspective within the kind of chosen circumstances from a number of vital eu international locations.

Extra resources for Beyond Market and Hierarchy: Patriotic Capitalism and the Jiuda Salt Refinery, 1914–1953

Sample text

In addition to a skillful blending of market, network, and hierarchy, Fan and his colleagues championed free marketing of refined salt with petitions and lawsuits while exploiting the different interests and factionalism within the salt bureaucracy as well as the division between the central and provincial governments. Drawing on their networks, influence (shili) could be exerted on officials to do nothing or decide in favor of the company, reinforced by goodwill (qingyi) invoked through network transitivity or manufactured by rent creation.

28%) of Jiuda by 1941. Despite these competing ties, Bian maintained a close personal relationship with Fan, frequently sharing information, advice, and access, in addition to arranging his chemist sons to work for Fan. 39 In practice, then, Jiuda’s bank network was also internally differentiated by the varying strengths of Fan’s relationship with the banks and the bankers, as well as the bankers’ own rival claims, creating a hierarchy within Jiuda’s bank network. 41 A node in his own right as a leading intellectual and national political figure, Liang worked with (and against) Yuan Shikai in various capacities, including brief stints as Minister of Justice (1913–1914), director of the Bureau of Currency Reform (Bizhiju, 1914), and the Council of State (Canzhengyuan, 1914).

He declared as his primary goals the building of a modern inspectorate, a uniform and comprehensive tax at source, and a large free trading area enjoying cheap salt of high quality. 37 His problems began with the difficulties of recruiting a qualified staff. On the Chinese side, high-level appointments at the central and divisional administrations remained vulnerable to politics. 38 Nor did Dane find all his foreign subordinates entirely up to his standards. ”39 R. D. Wolcott, an American who joined the service in 1919 and rose to acting foreign chief inspector in 1941, observed with dismay: (Esson) Gale is right in that control in this Service is purely bureaucratic; there is no real attempt at justice or fair-play.

Download PDF sample

Rated 4.57 of 5 – based on 21 votes