Chapter 1 Introduction1.1 Managerial Control in SOEs from the mid 1970s to the 1980s
Neo-traditionalism: Managerial Control Before 1978Disorganized Despotism: Managerial Control from 1978 to the 1980s
1.2 Toleration: A Governing Strategy as A Result of Contextual Conditions
The Interconnected Social Networks in Jinjiang Factory
Workers' Control on Production in Jinjiang Factory
1.3 Toleration in Practice: the Governance of Absenteeism as An Example
Reinterpretation of Workers' Absence
Exchange among Multiple Actors
Tactics for Time and Money
1.4 MethodologyGaining Access to the Third Liners
Selecting Informants
The Interviews
Other Sources of Data
1.5 Thesis Organization
Chapter 2 The Third Line Construction and Jinjiang Factory
2.1 The Third Line Construction
2.2 Jinjiang Factory: A Representative Third Line EnterpriseChapter 3The Context of Toleration (1): Isolated Life in Jinjiang Factory
3.1 Transportation3.2 Food and Drink
3.3 Education
3.4 Entertainment
3.5 Social Interaction and Social Relationship
3.6 Urban Factories, Rural Collectives and the Third Line Enterprises in PerspectiveConclusion: City in the Village
Chapter 4 The Context of Toleration (2): Interconnected Social Networks
4.1 Three Groups of Workers
4.2 Group Belonging and Job Opportunity in Jinjiang Factory
4.3 Fragmentation in Daily Lives
Life Outside the WorkshopLife in the Workshop
4.4 Interconnected Social Networks in Jinjiang Factory
4.5 Contrasting Social Relations in Urban SOEs and Jinjiang Factory
Conclusion
Chapter 5 The Context of Toleration (3): Workers' Control on Production
5.1 Permanent Employment Status
5.2 Job Immobility and Preference for Personal Reputation
5.3 Job Immobility and Workers' Control on ProductionConclusion
Chapter 6 Toleration in Practice (1): the Phenomenon of Absenteeism
6.1 Discussion of Absenteeism in Conferences
6.2 Absenteeism in Practice
Absence Due to MisbehaviorsAbsence for Personal Matters
Conclusion
Chapter 7 Toleration in Practice (2): The Governance of Absenteeism
7.1 Reinterpretation of Absenteeism: the Exceptional Circumstances
7.2 Exchange Among Multiple Actors7.3 Characteristics of Multi-Actors Exchange
7.4 Tactics for Dealing with the Exceptional Circumstances
Tactics for Time Seeking
Tactics for Balancing the Workers' Interest
ConclusionChapter 8 Conclusion
8.1 Varieties of Industrial Authority
8.2 Does dependency lead to obedience?
Appendix: The Social Relations of L's and C's Families in the Factory
Bibliography
About the Author: Chao Chen, with a PhD from the National University of Singapore, is a rising scholar based at Xiamen University's Institute of Taiwan Research. Specializing in state and society relations, comparative political economy, and qualitative methods, Chen is a name to watch.
