The debt, the stock market and the state-owned enterprises. The sources of chaos on the Chinese financial markets. OSW Commentary NUMBER 201/16.03.2016

The government’s extensive programme for stimulating the economy has enabled China to maintain high economic growth after the global financial crisis in 2008. However, this success has come at the price of a number of negative economic phenomena and the consequences they have had are the major challenge for the government today. The vast programme of investments in infrastructure, construction and fixed assets, which has been the main source of economic growth over the past few years, has caused a rapid increase in China’s debt from 158% of GDP in 2007 to 282% in 2014. Along with the local governments in charge of implementing the programme, the Chinese sector of state-owned enterprises (SOEs) has been heavily burdened by the stimulation policy. The sector’s profitability has fallen, its indebtedness has increased and management problems have been revealed.

1977 survey of minority-owned business enterprises /

MB77-1. Minority-owned businesses, Black -- MB77-2. Minority-owned businesses, Spanish origin -- MB77-3. Minority-owned businesses, Asian Americans, American Indians, and others -- MB77-4. Minority-owned businesses, summary.

Report to the F.T.C. on the use of automatic fuel adjustment clauses and the fuel procurement practices of investor-owned electric utilities.

Primary authors: Michele F. Crown, L. Jorn Dakin, and Douglas W. Webbink.

Drainage basins of streams entering the Hudson River in Orange, Ulster, Dutchess and Putnam Counties, except Rondout Creek below Rondout Reservoir, Esopus Creek below Ashokan Reservoir, Wappinger Creek, and waters contained within boundaries of State-owned forest preserve lands; official classifications.

Cover title.

An analysis of two privately owned shared-ride taxi systems : executive summary /

"Report no. UMTA-TN-06-0004-75-2"--Technical report documentation p.

Consumer owned/controlled housing for people with developmental disabilities, single family housing : report prepared for the Illinois Planning Council on Developmental Disabilities /

"August, 1995."

Feasibility study, use of vacant state-owned mental health and developmental disabilities facilities, December 1978 /

Cover title.

Investigation of the use and control of state-owned transport aircraft.

Cover title.

Management audit of the use of state-owned vehicles.

Cover title.

Pollution prevention : for publicly owned treatment works (POTWs).

"30688"--Colophon.

Report to the Illinois General Assembly on the issue of expanding public water supply loan eligibility to privately owned community water supplies /

"August 1998."

1987 economic censuses. Survey of minority-owned business enterprises.

"MB87-1."

Selected characteristics of foreign-owned U.S firms : 1975-1976 /

Mode of access: Internet.

Cultures within culture: Unity and diversity of two generations of employees in state-owned enterprises

This study adopts integration and differentiation perspectives to examine why unity and diversity of organizational cultures emerged as a function of economic reform, and how subcultural differences were reflected in employees' perceptions of cultural practices. Data were gathered from in-depth interviews and a large-scale survey in two large, state-owned enterprises in north-east China. Results indicated that, although all employees were oriented towards a common set of cultural themes, the two generations of employees did not exemplify the themes in the same way. Specifically, unity was illustrated by employees' desire to maintain Harmony and to reduce Inequality. Diversity was revealed by first-generation employees' higher ratings on Loyalty, Security and even Bureaucracy. The findings are discussed in the light of traditional Chinese cultural values, political ideology and the social context. Implications are drawn for organizational cultural theory and research.

Through the lenses of organizational culture: A comparison of state-owned enterprises and joint ventures in China

This study compared state-owned enterprises (SOEs) and joint ventures (JVs) in light of organizational culture practices. Data were obtained via a survey participated by 781 respondents from five enterprises. Factoring identified four cultural dimensions: Participation, Teamwork, Supervision, and Meetings. All four dimensions, except Participation, were rated significantly higher by respondents from SOEs as compared to the ratings in JVs. Based on the findings, this study concluded that culture practices valued in one type of enterprise might be liability in another. The implication for management is to gear culture practices to the characteristics of the organization to make it successful.