TOLERATION IBD

Sinopsis

Chapter 1 Introduction1.1 Managerial Control in SOEs from the mid 1970s to the 1980sNeo-traditionalism: Managerial Control Before 1978Disorganized Despotism: Managerial Control from 1978 to the 1980s1.2 Toleration: A Governing Strategy as A Result of Contextual ConditionsThe Interconnected Social Networks in Jinjiang FactoryWorkersâÇÖ Control on Production in Jinjiang Factory1.3 Toleration in Practice: the Governance of Absenteeism as An ExampleReinterpretation of WorkersâÇÖ AbsenceExchange among Multiple ActorsTactics for Time and Money1.4 MethodologyGaining Access to the Third LinersSelecting InformantsThe InterviewsOther Sources of Data1.5 Thesis OrganizationChapter 2 The Third Line Construction and Jinjiang Factory2.1 The Third Line Construction2.2 Jinjiang Factory: A Representative Third Line EnterpriseChapterá3The Context of Toleration (1): Isolated Life in Jinjiang Factory3.1 Transportation3.2 Food and Drink3.3 Education3.4 Entertainment3.5 Social Interaction and Social Relationship3.6 Urban Factories, Rural Collectives and the Third Line Enterprises in PerspectiveConclusion: City in the VillageChapter 4 The Context of Toleration (2): Interconnected Social Networksááá4.1 Three Groups of Workers4.2 Group Belonging and Job Opportunity in Jinjiang Factory4.3 Fragmentation in Daily LivesLife Outside the WorkshopLife in the Workshop4.4 Interconnected Social Networks in Jinjiang Factory4.5 Contrasting Social Relations in Urban SOEs and Jinjiang FactoryConclusionChapter 5 The Context of Toleration (3): WorkersâÇÖ Control on Productionáá5.1 Permanent Employment Status5.2 Job Immobility and Preference for Personal Reputation5.3 Job Immobility and WorkersâÇÖ Control on ProductionConclusionChapter 6 Toleration in Practice (1): the Phenomenon of Absenteeism6.1 Discussion of Absenteeism in Conferences6.2 Absenteeism in PracticeAbsence Due to MisbehaviorsAbsence for Personal MattersConclusionChapter 7 Toleration in Practice (2): The Governance of Absenteeism7.1 Reinterpretation of Absenteeism: the Exceptional Circumstances7.2 Exchange Among Multiple Actors7.3 Characteristics of Multi-Actors Exchange7.4 Tactics for Dealing with the Exceptional CircumstancesTactics for Time SeekingTactics for Balancing the WorkersâÇÖ InterestConclusionChapter 8 Conclusion8.1 Varieties of Industrial Authority8.2 Does dependency lead to obedience?Appendix: The Social Relations of LâÇÖs and CâÇÖs Families in the FactoryBibliography