This book is about Chinese management decision-making during the years 1985 to 1988–89, a period in which the government adopted decentralization as the key to reforming state enterprises. A central objective of this decentralization programme was to delegate decision-making from government agencies to enterprise management. The following chapters examine the effect of decentralization on managerial behaviour, and, more importantly, illustrate the complex relationship between enterprises and their environment. This unique study records and compares industrial changes in six enterprises in Beijing, and provides insights into the decision-making process within these enterprises.
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