1. Chinese Market Socialism: A Summary Account 2. Entrepreneurial Growth and Ownership 3. Management Theory and Practice in the Chinese Context 4. The Contradictions of State-Owned Enterprises 5. The Emergence of Privately-Owned Enterprises 6. The Impact of Foreign Joint Venture 7. Case Studies: State-owned Enterprise LTG, Privately-owned Enterprise DAL and Foreign Joint Venture DSF 8. Emerging Trends in Chinese Market Socialism Chapter Synopsis: Chapter 1: Chinese Market Socialism - A Summary Account In this chapter, we review the historical legacy and characteristics in the development of market socialism in China and examine the general environment within which economic enterprises operate: the economic, political and institutional systems. It defines the concept of market socialism and describes the major influences on the development of market socialism, such as economic and institutional reforms, privatization, WTO accession and the impact of foreign direct investment. A summary account for the formation of market socialism is presented in this chapter. Chapter 2: Entrepreneurial Growth and Ownership This chapter explains entrepreneurship, privatization, ownership and government policies in relation to institutional change in China's economic transition. The focus is on emerging forms of different types of business ventures and the growth of entrepreneurialism under market socialism. Changing and contrasting management practices are discussed under the two periods of 'state' and 'market' socialism. The evolution of economic enterprises in China is examined in this historical context because this legacy has shaped many of the present features of management practices in present-day China. Chapter 3: Management Theory and Practice in the Chinese Context Chinese management theory and research is an emergent process, the outcome of which is difficult to predict. Most of the established theories that are applied to the Chinese context have been developed in a western context and, therefore, are not entirely relevant. In this chapter, we highlight the key issues associated with contemporary Chinese management thinking and practice in relation to business growth. Relevant management practices are discussed by reference to different organizational contexts and ownership forms. These are state-owned enterprises, privately-owned enterprises and foreign joint ventures. Chapter 4: The Contradictions of State-owned Enterprises State-owned enterprises (SOEs) are also undergoing management restructuring, corporatization and ownership diversification. The reform of state-owned enterprises has long been restricted by the Communist Party's socialist ideology, but, even so, they have undergone various reforms aimed at improving management efficiency and injecting entrepreneurialism into their organizational development under market socialism. We discuss these issues by reference to a case study of a state-owned enterprise. Chapter 5: The Emergence of Privately Owned Enterprises One of the striking features of China's economic reforms - transforming from a command to a socialist market economy - is the rise of the entrepreneurial sector. The rapid growth of privately owned enterprises has become a driving force for the Chinese economy, as well as a dominant ownership form in the economy. These private enterprises are organized in very informal ways because of how they have emerged from the shadow of the state-owned economy. Their distinctive management practice and strategies are discussed by reference to a detailed case study. Chapter 6: The Impact of Foreign Joint Ventures Foreign investment, as a salient constitution of the Chinese economy, plays an increasingly substantial role in market transformation. Foreign joint-ventures are major employers in China and, as a result, their employment policies and management practices have a strong bearing on reshaping the pool of human resources and the experience of work for a significant pr.