Please use this identifier to cite or link to this item: http://buratest.brunel.ac.uk/handle/2438/8263
Title: Organisational change and development of reformed Chinese township and village enterprises
Authors: Chen, W
Woods, A
Singh, S
Keywords: Organizational change;Chinese reformed township and village enterprises;Ownership structure;Corporate culture;Organizational culture;Corporate ownership;China
Issue Date: 2013
Publisher: Emerald
Citation: Journal of Organizational Change Management, 26(2), 353 - 369, 2013
Abstract: Purpose – This paper aims to investigate the organisational changes (OCs) and the development of Chinese reformed township and village enterprises (RTVEs), their marketing and R&D strategies, and the impact of changes in terms of overall performance. Design/methodology/approach – A case study methodology involving semi-structured interviews is adopted. The unit chosen is the Guotai International Group (GTIG) in Zhangjiagang, Suzhou, Jiangsu province, China, in which the organisational changes over a period of over 40 years are analysed. Findings – OCs in Chinese RTVEs are found to be driven by a combination of local government plans and market forces. Considering the hybrid nature of the organisation and ownership structures, changes in Chinese RTVEs follow a very much “top-down” approach. Research limitations/implications – The findings imply that managers appointed by the state in RTVEs usually lack the necessary skills in marketing and business management, and can be resistant to organisational changes, such as the willingness to undertake risks. As a result, RTVEs may become stuck in a cycle of low-cost, low-tech products, inhibiting any breakthrough in developing their own quality brands. Originality/value – This is one of few papers studying change over a long span of time to arrive at research findings that will be useful to academic researchers in their future work. The qualitative findings from this paper would also enrich the literatures on organisational change in Chinese RTVEs.
Description: This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here (http://bura.brunel.ac.uk/handle/2438/8263). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
URI: http://www.emeraldinsight.com/journals.htm?articleid=17086812
http://bura.brunel.ac.uk/handle/2438/8263
DOI: http://dx.doi.org/10.1108/09534811311328399
ISSN: 0953-4814
Appears in Collections:Business and Management
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Brunel Business School Research Papers

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