Corporatization reform is China's unique attempt to complete a huge ownership transition trying to turn traditional state owned enterprises (SOEs) into modern corporations. Such reforms are employed by the central government as a last resort to rejuvenate and revitalise the state sector. This book explores the process of China's corporatization reform and investigates whether the reform has altered the process of strategy formulation and implementation of large Chinese SOEs. Of particular interest is the role and importance of networks played in the process. This book positions itself as a major piece of case-based empirical research within the fields of strategy study and network research. No other study exists on this scale, or with this particular focus.
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