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Privatization, Markets and Industrial Relations in China

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  • Bill Taylor

Abstract

Within a context of gradual privatization and rapid marketization in China, this paper draws on detailed research of the perceived impact these have had on the work, status and attitudes of different industrial relations ‘actors’ within seven enterprises in Guangdong and Shanghai in 1998–9. It will be shown that the main pressure for tightening control over the workplace has come from the development of markets and that privatization has had important but limited catalytic effect in this process. Considerable internal and external constraints restrict the impact of privatization, which stem from China’s continued ambivalence towards capitalist market relations.

Suggested Citation

  • Bill Taylor, 2002. "Privatization, Markets and Industrial Relations in China," British Journal of Industrial Relations, London School of Economics, vol. 40(2), pages 249-272, June.
    • Handle: RePEc:bla:brjirl:v:40:y:2002:i:2:p:249-272
    DOI: 10.1111/1467-8543.00231
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    Cited by:

    1. Jos Gamble & Qihai Huang, 2009. "One Store, Two Employment Systems: Core, Periphery and Flexibility in China's Retail Sector," British Journal of Industrial Relations, London School of Economics, vol. 47(1), pages 1-26, March.
    2. Xia, Jun & Li, Shaomin & Long, Cheryl, 2009. "The Transformation of Collectively Owned Enterprises and its Outcomes in China, 2001-05," World Development, Elsevier, vol. 37(10), pages 1651-1662, October.
    3. Peter Gahan & Marco Michelotti & Guy Standing, 2012. "The Diffusion of HR Practices in Chinese Workplaces and Organizational Outcomes," ILR Review, Cornell University, ILR School, vol. 65(3), pages 651-685, July.

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