I propose an integrative approach to address the above questions. My findings suggest that certain kinds of the organizational form were always interwoven with the social situation at the time and could not be simplistically explained in terms of efficiency alone. It was the state and the development of the market that determined the dynamics of the organizational form. In my opinion, efficiency theory, specifically the concept of asset specificity, could explain why the internal market system failed. On the other hand, power theory, specifically the phenomenon of isomorphism, could shed light on why the enterprise adopted the internal market system in 1994. The study suggests that the perspective of power has more strength to explain the social process of the organizational form framing. Furthermore, it explores the source of the internal transaction costs, which was underdeveloped in neo-institutional economic theory. It is my argument that there is a missing link between asset specificity and the internal transaction costs. / In the institutional approach, the studies of organizational forms have long been influenced by two theories: efficiency theory and power theory. The general theoretical concern of this study is: Is efficiency theory adequate to explain the internal organizational form? Which of these two theories is more appropriate to explain the internal organizational form of the state-owned enterprises in China? / The twenty-year economic reform in China has witnessed frequent changes in the titles and structures of China's economic organizations. This case study investigates the internal organizational form of a state-owned enterprise in Guangzhou, China. It depicts the history of its organizational form from 1949 to 2000. Under the planned economy, the said enterprise, The Southern Heavy Machinery Corporation, had an over-integrated organizational structure. From 1994 to 2000, the enterprise has set up a system consisting of an enterprise group corporation and dozens of subsidiary companies, moving toward a market system for its internal transactions among the production units. The subsidiary companies were set up on the basis of the earlier production plants established before 1984. As profits decreased year by year, the new general manager who started his tenure in September 2000 made the decision to bring some of its crucial subsidiary companies back into the form of production plants to render stronger continuities in production. / Why then, after 16 years of internal market practice that has begun in 1984, did the enterprise restructure itself to adopt the unitary form (U form) in some crucial production units? This study aims to explain the following questions: what was the cause of adopting the certain organizational form, why it used the internal market system and why the internal market system failed. / 平萍. / 論文(哲學博士)--香港中文大學, 2002. / 參考文獻 (p. 254-264). / 中英文摘要. / Source: Dissertation Abstracts International, Volume: 63-05, Section: A, page: 2020. / Supervisor: Tai-lok Lui. / Available also through the Internet via Current research @ Chinese University of Hong Kong under title: From over-integration to asset specificity the organizational change of a state-owned machinery enterprise in Guangzhou (China, Chinese text) / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest dissertations and theses, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / School code: 1307. / Lun wen (Zhe xue bo shi)--Xianggang Zhong wen da xue, 2002. / Can kao wen xian (p. 254-264). / Zhong Ying wen zhai yao. / Ping Ping.

by Wan Kai Hong. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 95-102). / Chapter Chapter 1 --- Introduction --- p.1 / Chapter Chapter 2 --- Method --- p.11 / Chapter Chapter 3 --- An Evaluation of Economic Efficiency of State-owned and Collective Enterprises in Hubei --- p.23 / Chapter Chapter 4 --- An Evaluation of Economic Efficiency of International Joint Ventures in Shanghai --- p.44 / Chapter Chapter 5 --- Conclusion --- p.90 / References --- p.95 / Tables --- p.103 / Figure --- p.241

平萍. / 論文(哲學碩士) -- 香港中文大學硏究院社會學學部, 1996. / 參考文献 : leaves 137-145. / Ping Ping. / 圓表一覽 / 感謝辭 / 論文 要 / Chapter 第一章 --- 導論 --- p.1-13 / Chapter 1.1 --- 硏究問題 --- p.1 / Chapter 1.2 --- 硏究發現 --- p.2 / Chapter 1.3 --- 改革背景的簡介及對“控制/依賴´ح的合理性証明 --- p.3 / Chapter 1.3.1 --- 改革背景的簡介 --- p.3 / Chapter 1.3.2 --- 對“控制/依賴´ح的合理性証明 --- p.5 / Chapter 1.4 --- 對作爲個案的兩家企業的簡介 --- p.6 / Chapter 1.5 --- 硏究方法 --- p.11 / 注釋 --- p.13 / Chapter 第二章 --- 文獻回顧 --- p.14-25 / Chapter 2.1 --- 中國社會主義硏究的新範式：“共產主義新傳統主義´ح --- p.14 / Chapter 2.1.1 --- Walder的“共產主義新傳統主義´ح：一個揭示國家 與/社會關系的槪念、 --- p.14 / Chapter 2.2 --- “生產政治´ح理論：忽略了性別面向 --- p.16 / Chapter 2.2.1 --- Burawoy的“工廠政體´ح：社會主義的工廠政體 --- p.16 / Chapter 2.2.2 --- “工人的依賴條件´ح：Lee對Burawoy的發展 --- p.18 / Chapter 2.2.3 --- 性別在生產政治中：出口型企業的硏究 --- p.19 / Chapter 2.3 --- 父權的-社會主義 --- p.19 / Chapter 2.3.1 --- 從婦女與社會主義革命看父權 --- p.20 / Chapter 2.3.2 --- 從婦女與工作的角度揭示父權 --- p.21 / Chapter 2.4 --- 改革與市場轉型 --- p.22 / Chapter 2.4.1 --- 以Nee爲代表的“市場轉型´ح理論 --- p.22 / Chapter 2.4.2 --- 工人、工廠在改革中的處境的硏究 --- p.23 / Chapter 2.5 --- 小結 --- p.24 / Chapter 2.6 --- 論文內容安排 --- p.24 / 注釋 --- p.25 / Chapter 第三章 --- 經濟改革前的女工與國營企業 --- p.26-51 / Chapter 3.1 --- 企業對女工的控制：政治控制中的邊緣化地位 --- p.26 / Chapter 3.1.1 --- 女工的就業：由國家以性別搭配的辦法安置進入就業場所 --- p.26 / Chapter 3.1.2 --- 以政治動員和精神獎勵爲特征的控制模式中的性別手段 --- p.33 / Chapter 3.2 --- 女工的依賴：分叉性依賴 / Chapter 3.2.1 --- 女工在經濟上依賴企業 / Chapter 3.2.2 --- 女工在住房上對丈夫的依賴及履行母親義務上對親戚網 絡的依賴 --- p.48 / Chapter 3.3 --- 小結：改革前國營企業與女工控制與依賴的特點 --- p.49 / 注釋 --- p.51 / Chapter 第四章 --- 經濟改革中的女工與國營企業 --- p.52-82 / Chapter 4.1 --- 國家與企業關系的改變：由行政命令轉爲委托-代理關系 --- p.52 / Chapter 4.1.1 --- 以建立市場機制爲目標的國營企業改革 --- p.52 / Chapter 4.1.2 --- 國家條例中的“自主´ح與實際操作中的限制 --- p.53 / Chapter 4.1.3 --- 國營企業的兩難：經濟效益與保持社會穩定的政治任務 的矛盾 --- p.57 / Chapter 4.2 --- 改革后企業對女工的控制：經濟控制中的邊緣化地位 --- p.58 / Chapter 4.2.1 --- 企業與工人關系的改變：由終身制變爲勞動合同工 --- p.59 / Chapter 4.2.2 --- 外部勞動力市場的性別偏好與企業管理的相應策略 --- p.63 / Chapter 4.2.3 --- 計件制：工資分配向技術工種傾斜 --- p.67 / Chapter 4.2.4 --- 福利(住房)向男技術骨干傾斜 --- p.74 / Chapter 4.2.5 --- 管理在日常工作中對女工的控制及女工與管理的亙動 --- p.76 / Chapter 4.3 --- 有差別的女工依賴的類型化 --- p.79 / Chapter 4.4 --- 小結：改革后國營企業與女工控制與依賴的特點 --- p.80 / 注釋 --- p.82 / Chapter 第五章 --- 家庭依賴性 --- p.83-93 / 序言：三種依賴類型的條件與成因 --- p.83 / Chapter 5.1 --- 個人背景：家庭經濟較好 --- p.84 / Chapter 5.2 --- 工作：消極 --- p.85 / Chapter 5.3 --- 家庭：經濟上對丈夫的依賴 --- p.88 / Chapter 5.4 --- 小結 --- p.89 / Chapter 5.5 --- 個案:“我就是要家庭第一´ح --- p.90 / Chapter 5.5.1 --- 工作層面 --- p.90 / Chapter 5.5.2 --- 家庭層面 --- p.92 / 注釋 --- p.93 / Chapter 第六章 --- 企業依賴性 --- p.94-106 / Chapter 6.1 --- 個人背景：家庭經濟一般 --- p.94 / Chapter 6.2 --- 工作方面：對企業勞動投入多 --- p.95 / Chapter 6.3 --- 家庭方面：與丈夫平起平坐 --- p.102 / Chapter 6.4 --- 小結 --- p.103 / Chapter 6.5 --- 個案:“我就咬緊牙關捱過這兩三年´ح --- p.103 / Chapter 6.5.1 --- 工作層面 --- p.104 / Chapter 6.5.2 --- 家庭層面 --- p.106 / Chapter 第七章 --- 市場依賴性 --- p.108-122 / Chapter 7.1 --- 個人背景：素質好，社會關系多 --- p.109 / Chapter 7.2 --- 工作方面:“騎牆式´ح兼職 --- p.109 / Chapter 7.3 --- 家庭方面：與丈夫交流較充分 --- p.114 / Chapter 7.4 --- 小結 --- p.114 / Chapter 7.5 --- 個案:“機會，你不去用它就浪費了 ´ح --- p.115 / Chapter 7.5.1 --- 工作層面 --- p.116 / Chapter 7.5.2 --- 家庭層面 --- p.120 / 注釋 --- p.121 / Chapter 第八章 --- 結論 --- p.123-128 / Chapter 8.1 --- 對研究發現的理論化 --- p.123 / Chapter 8.1.1 --- 本硏究的主要發現 --- p.123 / Chapter 8.1.2 --- 硏究發現對相關理論的回應 --- p.125 / Chapter 8.1.3 --- 對女工與國家的關系的理論化的嘗試 --- p.126 / Chapter 8.2 --- 討論：一個有待繼續的課題 --- p.127 / Chapter 8.3 --- 對本研究方法上的反思 --- p.128 / 附錄一：被訪女工一覽表 --- p.129 / 附錄二：三種工的各方面條件分類表 --- p.131 / 附錄三：精儀1979-1995年職工人數變化情況一覽 --- p.134 / 附錄四：南重1991-1995年一線工人流失統計 --- p.135 / 附錄五： 住房打分標準一覽(精儀廠） --- p.136 / 參考書目 --- p.137-145

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration