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One academy, two systems: Conflict ...

Ma, Dali.

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One academy, two systems: Conflict between science and market in the creation of Chinese academic entrepreneurship.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	One academy, two systems: Conflict between science and market in the creation of Chinese academic entrepreneurship./
作者:	Ma, Dali.
面頁冊數:	158 p.
附註:	Advisers: Edward O. Laumann; William L. Parish.
Contained By:	Dissertation Abstracts International68-08A.
標題:	Sociology, Organizational. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3273042
ISBN:	9780549155706

One academy, two systems: Conflict between science and market in the creation of Chinese academic entrepreneurship.
Ma, Dali.

One academy, two systems: Conflict between science and market in the creation of Chinese academic entrepreneurship. - 158 p.

Advisers: Edward O. Laumann; William L. Parish.

Thesis (Ph.D.)--The University of Chicago, 2007.

This thesis investigates organizational transformations at the Chinese Academy of Sciences (CAS). It argues that, "One Academy, Two Systems," which was launched in 1988 and called for research and economic organization to exist side by side, was an organizational differentiation to absorb external turbulence and protect CAS's technical core, and it was an unexpected consequence that it generated conflict between science and the market. Such internal turbulence, together with changes in the external environment, led to its termination during another organizational reform in the late 1990s, and the termination opened the door to start private businesses by general managers of CAS-owned enterprises.

ISBN: 9780549155706Subjects--Topical Terms:

1018023
Sociology, Organizational.

One academy, two systems: Conflict between science and market in the creation of Chinese academic entrepreneurship.
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245 1 0 $a One academy, two systems: Conflict between science and market in the creation of Chinese academic entrepreneurship.
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500 $a Advisers: Edward O. Laumann; William L. Parish.
500 $a Source: Dissertation Abstracts International, Volume: 68-08, Section: A, page: 3614.
502 $a Thesis (Ph.D.)--The University of Chicago, 2007.
520 $a This thesis investigates organizational transformations at the Chinese Academy of Sciences (CAS). It argues that, "One Academy, Two Systems," which was launched in 1988 and called for research and economic organization to exist side by side, was an organizational differentiation to absorb external turbulence and protect CAS's technical core, and it was an unexpected consequence that it generated conflict between science and the market. Such internal turbulence, together with changes in the external environment, led to its termination during another organizational reform in the late 1990s, and the termination opened the door to start private businesses by general managers of CAS-owned enterprises.
520 $a While previous studies suggest that urban private entrepreneurs came primarily from non-state organizations, this thesis suggests a pattern of "elite transformation," in which "professional elites" depart from state organizations to start private firms. The CAS organizational transformations: (1) enabled scientists and R&D staff to accumulate business experience and connections; and (2) disrupted bureaucratic inertia and facilitated career changes. The result of multivariate modeling suggests that career blockage (demotion and layoff) triggered this conversion, and multiple social circles helped organizational foundings by combining trust and non-redundancy---thereby integrating cohesion and brokerage, two seemingly disparate and opposing processes in social network analysis.
520 $a This thesis also suggests that new uncertainties in the Chinese reform, the persistence of the socialist social structure, and Chinese cultural tradition together foster contemporary power relations in state organizations. The market transition debate regarding the consequences of the Chinese reform has focused on income; this thesis addresses careers which may better indicate the extent of the reform. Recent career studies have focused on categorical factors (i.e., individual and organizational attributes) in explaining career progress; this thesis undertakes a relational account, emphasizing authority relations in state organizations. Regarding the debate about whether the significance of personal relations has declined during the reform era, this thesis suggests that authority relations remain significant in state organizations. The results of multivariate modeling suggest that general managers who had closer personal relations with superiors were less likely to be demoted or laid off.
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