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The Chinese Boardroom: Roles, Dynamics and Relationships

In: Global Boards

Author

Listed:
  • Andrew Kakabadse

    (Cranfield University)

  • Yang Chen

    (University of Bristol)

Abstract

Since embarking on its comprehensive programme of economic and political reform, China has experienced extraordinary wealth and growth. By 2007, some 20 Chinese companies were ranked as the world’s largest companies according to the Fortune Global 500 list (Lodge, 2007), giving a clear signal that Napoleon’s “sleeping dragon” has woken and will be soon spitting fire. Concurrently, the governance structures (gongsi zhili) of Chinese enterprises have also undergone a significant transformation, whilst maintaining long established political and cultural features, namely active government ownership and strong family networks. In fact, the heart of Chinese economic reform is the redesign of corporate governance whilst simultaneously defending the essence of the “Chinese nature.” It can be said that the government-led reform of corporate governance has been a major aspect of China’s economic transition. In response to the State Council’s withdrawal from direct intervention in the economy and change of role to one of acting as a regulatory authority (Qian and Wu, 2000; Ngok and Zhu, 2007), the emerging corporate governance paradigm is fashioned from the Anglo-America model of a market-determined legalistic framework (Tam, 2002). Despite that, China continues to adopt a quasi two-tier board structure, loosely designed on the German system, consisting of a board of executive directors and a supervisory board (Clarke and Du, 1998).

Suggested Citation

  • Andrew Kakabadse & Yang Chen, 2009. "The Chinese Boardroom: Roles, Dynamics and Relationships," Palgrave Macmillan Books, in: Andrew Kakabadse & Nada Kakabadse (ed.), Global Boards, chapter 4, pages 85-106, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-25051-2_5
    DOI: 10.1057/9780230250512_5
    as

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