Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/148424
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dc.titleMerit-Based Patronage: Career Incentives of Local Leading Cadres in China
dc.contributor.authorLi Hui
dc.contributor.authorLance L. P. Gore
dc.date.accessioned2018-10-26T01:26:44Z
dc.date.available2018-10-26T01:26:44Z
dc.date.issued2018-01-01
dc.identifier.citationLi Hui, Lance L. P. Gore (2018-01-01). Merit-Based Patronage: Career Incentives of Local Leading Cadres in China. ScholarBank@NUS Repository.
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/148424
dc.description.abstractThis study tries to determine to what extent the Chinese bureaucracy is merit-based. By triangulating quantitative and qualitative survey data from a sample of Chinese cadres (n=286), the authors aim to answer the research question: “What is the behavioral impact of the incentive structure the cadre management system helps to shape, and does the incentive matrix support a meritocratic work environment?”The findings demonstrate that the promotion of local leading cadres is primarily based on their superiors’ recognition and appreciation. A principal-component analysis reveals that what impresses the superiors includes both patronage and merit factors, although patronage has a slight edge over merit. This study also suggests that good interpersonal skills are essential for both merit- and patronage-oriented career advancement.
dc.relation.ispartofseriesAccepted Papers;LKYSPP 17-03
dc.typeWorking Paper/Technical Report
dc.contributor.departmentLEE KUAN YEW SCHOOL OF PUBLIC POLICY
dc.contributor.departmentEAST ASIAN INSTITUTE
dc.published.stateUnpublished
dc.description.seriesLKYSPP Accepted Paper
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