China's industrial reform

This book is based on the results of in-depth interviews with twenty state-owned enterprises, their supervisory organizations, and their suppliers and marketing organizations. Focusing mainly on nonquantifiable aspects of enterprise management, the authors examine how an enterprise reacted to a problem or opportunity and explore the implications for enterprise performance and government policy. Their study covers internal management, relations among enterprises, and -- the main emphasis -- relations between enterprises and the state, particularly the response of enterprises to incentives and planning directives set by the state. To put the discussion into international perspective, two of the contributors assess enterprise management in Hungary and Yugoslavia -- the two socialist economies that have gone furthest in reforming the Soviet model of central planning -- and a third compares the Chinese and Soviet systems.