Suchergebnisse

Drawing insights from Aaron Wildavsky's studies of the craft of policy making and from the literature on pluralization in Chinese decision making, this article examines the role played by the biggest state-owned enterprise, the State Grid Corporation of China (SGCC), in shaping the country's electricity policy in the early twenty-first century. Specifically, it discusses how and why SGCC was able to sell its ultra-high-voltage projects as a solution to shortages of electricity. The article argues that (a) central state-owned enterprises (SOEs) are not mere passive receivers of policy directives from the party-state; (b) those with long-term strategic vision, human and financial resources, and institutional capacity can shape government policies to their liking as policy advocates; and yet (c) no one, including central SOEs, monopolizes this process in any given policy area; and thus policy outcomes reflect competition among players and their constant interaction with government policy makers. (China J/GIGA)

Politics of the State Grid Corporation of China -- Electricity -- From the ministry to a corporation -- Overseeing SGCC: the contested regimes of central agencies -- State Grid Corporation of China -- SGCC in action: as a policy entrepreneur -- SGCC in action: as technology innovator -- SGCC in action: internationalisation

China and India are drawing attention, both for their fast economic growth but also their idiosyncratic patterns of development. They have not followed the same development path as those which had industrialised in the 19th and first half of the 20th century; neither have they trotted along exactly the same route as those so-called 'Asian-tigers'. One stand-out feature of their development, however, is their state-owned enterprises or public sector, which continue to dominate strategic sectors. Often holding monopolistic or oligopolistic positions, they are among the largest employers in both countries and have their activities across vast geographical areas in most provinces as they expand into the global market. They are seen as the exemplars of the Chinese 'Red Capitalism', the 'capindialism' or Indian 'state-backed capitalism'. This book discusses ten SOEs in China and India, focusing on institutional, operational and sustainable questions in order to help us better understand the debate over the development paths and 'varieties of capitalism'.

An exploration of how and why Japan, South Korea, Taiwan, China and India have initiated and developed nuclear energy programs and what challenges they face today. Were the nuclear programmes driven by the low energy endowment, a desire to pursue international prestige, national security concerns, environmental pollution or economic development?

The World Bank's world -- The mandates and the players -- Politics and management -- Regions and sectors -- Centralization and decentralization -- Research in DEC and in operations -- Self- and external evaluation -- Governance : political, not politics -- Electric power -- A life at the World Bank -- Conclusion: the Bank is less than the sum of its parts

The role of Chinese state-owned enterprises (SOEs) in Africa is puzzling: they pioneered China's inroads into Africa and shouldered the responsibilities of building and expanding cooperation with African countries, while these very activities and engagement, according to many scholars, often contradict or even undermine the political and diplomatic objectives adopted by the central government. To understand this puzzle, this article unpacks China's engagement in Africa, by examining large central SOEs in the resources and infrastructure sectors. It concludes that the commitment of large SOEs in Africa relies on small public and private contractors. The paradox therefore is, that while the central government encourages and supports the large SOEs to 'go global', it has limited capacity to control and regulate the small contractors. (J Contemp China/GIGA)