The Chinese governance system: Its strengths and weaknesses in a comparative development perspective
Identifieur interne : 000846 ( Pmc/Curation ); précédent : 000845; suivant : 000847The Chinese governance system: Its strengths and weaknesses in a comparative development perspective
Auteurs : Pranab BardhanSource :
- China Economic Review [ 1043-951X ] ; 2020.
Abstract
This is an overview paper focusing on the organizational aspects of the Chinese governance system and their relation to development. Compared to other developing countries like India, it has special positive features of career incentives promoting growth at the local level, the ability to take long-term decisions relatively quickly, and a unique blend of political centralization and decentralization of economic power and responsibility, that is conducive to central guidance and local business development. On the other hand, with a lack of sufficient downward (as opposed to upward) accountability and absence of institutionalized systems of scrutiny and challenge from below, mistakes or abuse of power are more difficult to check and correct quickly, political loyalty may often get a premium over performance at the upper levels, and there are insufficient checks on collusion between business and officials. The over-all organizational system is prone to over-reaction in times of crisis and thus only weakly resilient compared to systems where information flows from below are less controlled or choked.
Url:
DOI: 10.1016/j.chieco.2020.101430
PubMed: NONE
PubMed Central: 7147895
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Compared to other developing countries like India, it has special positive features of career incentives promoting growth at the local level, the ability to take long-term decisions relatively quickly, and a unique blend of political centralization and decentralization of economic power and responsibility, that is conducive to central guidance and local business development. On the other hand, with a lack of sufficient downward (as opposed to upward) accountability and absence of institutionalized systems of scrutiny and challenge from below, mistakes or abuse of power are more difficult to check and correct quickly, political loyalty may often get a premium over performance at the upper levels, and there are insufficient checks on collusion between business and officials. The over-all organizational system is prone to over-reaction in times of crisis and thus only weakly resilient compared to systems where information flows from below are less controlled or choked.</p></div></front><back><div1 type="bibliography"><listBibl><biblStruct><analytic><author><name sortKey="Bardhan, P" uniqKey="Bardhan P">P. Bardhan</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Bardhan, P" uniqKey="Bardhan P">P. Bardhan</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Bell, D A" uniqKey="Bell D">D.A. Bell</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Chen, T" uniqKey="Chen T">T. Chen</name></author><author><name sortKey="Kung, J K" uniqKey="Kung J">J.K. Kung</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Fisman, R" uniqKey="Fisman R">R. Fisman</name></author><author><name sortKey="Wang, Y" uniqKey="Wang Y">Y. Wang</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Fisman, R" uniqKey="Fisman R">R. Fisman</name></author><author><name sortKey="Wang, Y" uniqKey="Wang Y">Y. Wang</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Jia, J" uniqKey="Jia J">J. Jia</name></author><author><name sortKey="Ding, S" uniqKey="Ding S">S. Ding</name></author><author><name sortKey="Liu, Y" uniqKey="Liu Y">Y. Liu</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Jia, R" uniqKey="Jia R">R. Jia</name></author><author><name sortKey="Nie, H" uniqKey="Nie H">H. Nie</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Jiang, J" uniqKey="Jiang J">J. Jiang</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Landry, P F" uniqKey="Landry P">P.F. Landry</name></author><author><name sortKey="Lu, X" uniqKey="Lu X">X. Lu</name></author><author><name sortKey="Duan, H" uniqKey="Duan H">H. Duan</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Li, L" uniqKey="Li L">L. Li</name></author><author><name sortKey="Wang, F" uniqKey="Wang F">F. Wang</name></author><author><name sortKey="Xi, T" uniqKey="Xi T">T. Xi</name></author><author><name sortKey="Yao, Y" uniqKey="Yao Y">Y. Yao</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Martinez Bravo, M" uniqKey="Martinez Bravo M">M. Martinez-Bravo</name></author><author><name sortKey="Padr I Mique, G" uniqKey="Padr I Mique G">G. Padró I Mique</name></author><author><name sortKey="Qian, N" uniqKey="Qian N">N. Qian</name></author><author><name sortKey="Yao, Y" uniqKey="Yao Y">Y. Yao</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Su, F" uniqKey="Su F">F. Su</name></author><author><name sortKey="He, M" uniqKey="He M">M. He</name></author><author><name sortKey="Tao, R" uniqKey="Tao R">R. Tao</name></author></analytic></biblStruct><biblStruct><analytic><author><name sortKey="Xu, C" uniqKey="Xu C">C. Xu</name></author></analytic></biblStruct></listBibl></div1></back></TEI><pmc article-type="research-article"><pmc-dir>properties open_access</pmc-dir>
<front><journal-meta><journal-title-group><journal-title>China Economic Review</journal-title></journal-title-group><issn pub-type="ppub">1043-951X</issn><issn pub-type="epub">1043-951X</issn><publisher><publisher-name>Elsevier Inc.</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="pmc">7147895</article-id><article-id pub-id-type="publisher-id">S1043-951X(20)30027-4</article-id><article-id pub-id-type="doi">10.1016/j.chieco.2020.101430</article-id><article-id pub-id-type="publisher-id">101430</article-id><article-categories><subj-group subj-group-type="heading"><subject>Article</subject></subj-group></article-categories><title-group><article-title>The Chinese governance system: Its strengths and weaknesses in a comparative development perspective</article-title></title-group><contrib-group><contrib contrib-type="author" id="au0005"><name><surname>Bardhan</surname><given-names>Pranab</given-names></name><email>bardhan@econ.berkeley.edu</email><xref rid="cr0005" ref-type="corresp">⁎</xref></contrib></contrib-group><aff id="af0005">Department of Economics, University of California, Berkeley, CA 94720-3880, United States of America</aff><author-notes><corresp id="cr0005"><label>⁎</label>Corresponding author. <email>bardhan@econ.berkeley.edu</email></corresp></author-notes><pub-date pub-type="pmc-release"><day>28</day><month>2</month><year>2020</year></pub-date><pmc-comment> PMC Release delay is 0 months and 0 days and was based on .</pmc-comment>
<pub-date pub-type="ppub"><month>6</month><year>2020</year></pub-date><pub-date pub-type="epub"><day>28</day><month>2</month><year>2020</year></pub-date><volume>61</volume><fpage>101430</fpage><lpage>101430</lpage><history><date date-type="received"><day>26</day><month>11</month><year>2019</year></date><date date-type="rev-recd"><day>21</day><month>2</month><year>2020</year></date><date date-type="accepted"><day>27</day><month>2</month><year>2020</year></date></history><permissions><copyright-statement>© 2020 Elsevier Inc. All rights reserved.</copyright-statement><copyright-year>2020</copyright-year><copyright-holder></copyright-holder><license><license-p>Since January 2020 Elsevier has created a COVID-19 resource centre with free information in English and Mandarin on the novel coronavirus COVID-19. The COVID-19 resource centre is hosted on Elsevier Connect, the company's public news and information website. Elsevier hereby grants permission to make all its COVID-19-related research that is available on the COVID-19 resource centre - including this research content - immediately available in PubMed Central and other publicly funded repositories, such as the WHO COVID database with rights for unrestricted research re-use and analyses in any form or by any means with acknowledgement of the original source. These permissions are granted for free by Elsevier for as long as the COVID-19 resource centre remains active.</license-p></license></permissions><abstract id="ab0005"><p>This is an overview paper focusing on the organizational aspects of the Chinese governance system and their relation to development. Compared to other developing countries like India, it has special positive features of career incentives promoting growth at the local level, the ability to take long-term decisions relatively quickly, and a unique blend of political centralization and decentralization of economic power and responsibility, that is conducive to central guidance and local business development. On the other hand, with a lack of sufficient downward (as opposed to upward) accountability and absence of institutionalized systems of scrutiny and challenge from below, mistakes or abuse of power are more difficult to check and correct quickly, political loyalty may often get a premium over performance at the upper levels, and there are insufficient checks on collusion between business and officials. The over-all organizational system is prone to over-reaction in times of crisis and thus only weakly resilient compared to systems where information flows from below are less controlled or choked.</p></abstract><abstract abstract-type="author-highlights" id="ab0010"><title>Highlights</title><p><list list-type="simple" id="l0005"><list-item id="li0005"><label>•</label><p id="p0005">An overview of the Chinese Governance system from the perspective of comparative development.</p></list-item><list-item id="li0010"><label>•</label><p id="p0010">Strength in terms of career incentives, long-term decision making and decentralization.</p></list-item><list-item id="li0015"><label>•</label><p id="p0015">Weakness in terms of accountability, ability to correct mistakes and abuse of power, and systemic resilience.</p></list-item></list></p></abstract><kwd-group id="ks0005"><title>Keywords</title><kwd>Meritocracy</kwd><kwd>Career incentives</kwd><kwd>Downward accountability</kwd><kwd>Decentralization</kwd><kwd>Systemic resilience</kwd></kwd-group></article-meta></front></pmc></record>Pour manipuler ce document sous Unix (Dilib)
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