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Restructuring China's Petrochemical Enterprises: A Case Study of the Fushun Petrochemical Company

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  • Russell Smyth
  • Zhai Qingguo
  • Hu Wenguo

Abstract

This article presents a case study of Fushun Petrochemical Company (FPC), which is a large state-owned enterprise (SOE) in Liaoning province under the control of China National Petroleum Corporation. In the first part of the article we argue that China's approach to the reform of large-scale SOEs in upstream industries such as petroleum has a sound economic logic. In the second part we use the recent restructuring of FPC to illustrate China's approach to reforming the petrochemical sector. We draw on interviews with managers and local government officials to discuss both the difficulties that the enterprise faced prior to reform and the main measures that were implemented during restructuring to address these problems. While the restructuring process at FPC has just been completed, we argue that the outcome provides some support for China's decision to promote large SOEs in upstream industries.

Suggested Citation

  • Russell Smyth & Zhai Qingguo & Hu Wenguo, 2001. "Restructuring China's Petrochemical Enterprises: A Case Study of the Fushun Petrochemical Company," Post-Communist Economies, Taylor & Francis Journals, vol. 13(2), pages 243-261.
    • Handle: RePEc:taf:pocoec:v:13:y:2001:i:2:p:243-261
    DOI: 10.1080/14631370124898
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    References listed on IDEAS

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    1. Smyth, Russell, 2000. "Should China be Promoting Large-Scale Enterprises and Enterprise Groups?," World Development, Elsevier, vol. 28(4), pages 721-737, April.
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