著者

楊 天溢

出版者

Business History Society of Japan

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.17, no.4, pp.55-65, 1983-01-30 (Released:2010-11-18)

著者

楊 天溢

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.8, no.2, pp.59-92, 1973-02-25 (Released:2009-10-14)

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In any economic system not in a state of complete stagnation, there must be somebody exercising the abilities to see new economic possibilities, the foresight to develop them, and the courage to take the necessary risks-the talents of the entrepreneur. Mao Tse-tung has always emphasized the importance of entreneurship. This is often obscured for the Western reader only by the fact that in the West people think of entrepreneurship as a characteristic of free market economies, and they do not even attempt to study entrepreneurship in socialist countries.Mao's entrepreneur, however, is not the individual per se, but the collective, or more precisely individuals operating in collective economies. In many examples of good Maoist-type enterprises, there is almost always one named individual, or a small group of individuals, who have taken the initiative in a new development, worked out the idea, embraced the effective forethought, and persuaded the collective to adopt it. The aim is not of course the maximization of individual profit, but the maximization of collective production. These are the qualities of the heroic leaders of the Taching Oilfield, the Tachai Production Brigade, and of a thousand other economic enterprises, industrial and agricultural, which have been presented as models of Maoist organization.Mao sees the education of peasants as the fundamental problem of the Chinese economy, and considers that economic growth as well as revolution must depend on the masses of the people and on everybody going into action, not depending on a few people issuing orders. Therefore, his strategy of developent is to bring peasants and local initiative more into play and, under the unified planning of the central government, let the localities do more. Given the one basic assumption that China's problems can only be radically solved by collective enterprise, there leaves no doubt that entrepreneurship within the collective organization is the keystone of Mao's hopes of rapid development, and a major object of educating peasants, sons into modern producers. Surely, maximizing these qualities within that system is one of Mao's greatest and most constant preocupation in the economic field.

著者

楊 天溢

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.4, no.1, pp.55-79, 1969-01-26 (Released:2009-11-11)

著者

楊 天溢

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.3, no.2, pp.83-93, 1968-07-30 (Released:2009-11-11)

著者

楊 天溢

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.1, no.3, pp.56-114,ii, 1966-12-20 (Released:2009-11-11)

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This paper is a study of the bureaucratic entrepreneur in the system of Kuan-tu sang Pan (Official Supervision and Merchant Managelnent System : 官督商弁組織), using the China Merchants' Steam Navigation Co. and the Shanghai Cotton Cloth Mill as case studies. The industrialization effort in late Ch'ing China, in response to increasing pressure from the Occident, was directed by powerful provincial leaders, of whom Governor-general Li Hung-chang was an outstanding example. The efforts made to introduce new industries started also as an anti-revolutionary movement in response to the threat of the Great Taiping revolutionary agitation, and aimed at a reorganization of the feudal system under the Ch'ing Dynasty, which was more in line with the interests of the educated elite. Therefore, the self-strengthening ideology which they helped to fashion sought to meet the challenge of both the Occident and the peasant. The introduction of modern industrial and commercial enterprise was the instrument (用) by which the essence (体) of traditional, Confucian, agrarian China was to be preserved. Accordingly, the Kuan-tu sang-pan system they devised, which set the model for the earliest modern industrial enterprise in China, was in effect a compromise between the urgent need for modernization and the conservatism of the traditional society. The system was not intended to subvert the old order, nor did it represent to its patrons an effort to remake the fundamental bases of the traditional society.The Kuan-tu sang-pan pattern was also deliberately designed to tap the new source of compradore capital which had developed in the treaty ports after 1842, and the share capital of these enterprises came largely from treaty-port merchants. Although the Kuan-tu sang-pan firms were joint official-merchant undertakings, the officials sought to regulate operations and keep them within their complete control by means of their great political weight in the traditional bureaucratic system; in general terms, merchant management was to be guided by official supervision. In the Kuan-tu sang-pan formula an appointee of the firm's promoter was the supervising official; although the position of the merchant manager was ambiguous, he usually held official rank and was also a representative of the shareholders. The management of these enterprises was characterized by their traditional practices, bureaucratic motivation, and corruption. It was deficient in the rationalized organization, functional specialization, and impersonal discipline associated with the development of modern industry in the West.The China Merchants' Steam Navigation Co. was established in an effort to compete with the foreign shipping, mainly British, which was dominating trade in Chinese waters. The establishment of the Shanghai Cotton Cloth Mill was the first attempt to establish a Chinese-owned factory to manufacture cotton goods in competition with the huge, and growing, flood of imports from the mills of Lancashire and America. The history of these firms illustrates the incompetence of bureaucratic management and the characteristic features of modern enterprise in China.