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The Dilemma of “Managing for Results” in China: Won't Let Go
Author(s) -
Mei Ciqi,
Pearson Margaret M.
Publication year - 2017
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/pad.1799
Subject(s) - china , dilemma , context (archaeology) , punishment (psychology) , state (computer science) , prime (order theory) , law and economics , political science , economics , political economy , economic system , law , computer science , psychology , epistemology , social psychology , philosophy , algorithm , biology , paleontology , mathematics , combinatorics
Summary While China is not often thought of as a prime location for implementation of “managing for results” mechanisms of New Public Management, in fact, the reform era leadership—consistent with implementation of many market mechanisms in the economy—initiated cadre management principles imbued with results‐based techniques. This article discusses how dilemmas inherent in MFR principles play out in China's institutional context. It examines an understudied “punishing for results” technique employed in China, the “hold‐to‐account” system, and demonstrates how this punishment technique reveals inherent dilemmas that also can be expected if applied in other state‐centric developing countries. Copyright © 2017 John Wiley & Sons, Ltd.