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Meeting the competition with a market‐oriented organisation: A case of China’s state‐owned enterprises

Meeting the competition with a market‐oriented organisation: A case of China’s state‐owned... The past two decades have witnessed significant changes in China as it has moved from a centrally planned economy to a more market‐oriented one. As a socialist nation, state owned enterprises (SOEs) continue to comprise a dominant part of economic activity in China. While many SOEs are inefficient and incur losses, economic reforms since the late 1970s have brought about irrevocable changes in the manner in which Chinese SOEs conduct their business. The important agenda for the Chinese government now is how to “vitalize” state sectors and ensure that SOEs are able to strive for their own survival. SOEs therefore are exploring ways to improve the productivity of their current operation and to enhance innovativeness in their business development, including seeking financial and technological resources overseas. The varying levels of market‐orientation in SOEs present diverse outcomes for the SOEs. This study attempts to evaluate the extent to which the SOEs have adopted market‐based organizational learning (Sinkula, Baker, and Noordewier 1997), market orientation (Deshpande and Farley 1998), entrepreneurial orientation (Smart and Conant 1994), and learning and innovativeness (Hurley and Hult 1998). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Research in Marketing and Entrepreneurship Emerald Publishing

Meeting the competition with a market‐oriented organisation: A case of China’s state‐owned enterprises

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References (37)

Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1471-5201
DOI
10.1108/14715200080001544
Publisher site
See Article on Publisher Site

Abstract

The past two decades have witnessed significant changes in China as it has moved from a centrally planned economy to a more market‐oriented one. As a socialist nation, state owned enterprises (SOEs) continue to comprise a dominant part of economic activity in China. While many SOEs are inefficient and incur losses, economic reforms since the late 1970s have brought about irrevocable changes in the manner in which Chinese SOEs conduct their business. The important agenda for the Chinese government now is how to “vitalize” state sectors and ensure that SOEs are able to strive for their own survival. SOEs therefore are exploring ways to improve the productivity of their current operation and to enhance innovativeness in their business development, including seeking financial and technological resources overseas. The varying levels of market‐orientation in SOEs present diverse outcomes for the SOEs. This study attempts to evaluate the extent to which the SOEs have adopted market‐based organizational learning (Sinkula, Baker, and Noordewier 1997), market orientation (Deshpande and Farley 1998), entrepreneurial orientation (Smart and Conant 1994), and learning and innovativeness (Hurley and Hult 1998).

Journal

Journal of Research in Marketing and Entrepreneurship – Emerald Publishing

Published: Jul 1, 2000

Keywords: Creativity; Entrepreneurial marketing; Art; Creative practice

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