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In addition to lifetime employment and material benefits, many Chinese workers engaged in decision

making and management issues at their place of employment. In 1960, employees of Anshan Iron and

Steel Corporation wrote the Charter of Anshan Iron and Steel Corporation which laid out principles of participation,

reform, and integration. In recent years, many management experts acknowledge the similarities

between the Charter and “new management” styles adopted in recent years in Japan, Europe, and the

U.S.—ideas such as total quality management (TQM) and other employee participatory programs.

This high level of engagement in the management process fostered an elevated sense of ownership among

all levels of employees and created a corporate culture unique to China reflected in a popular saying,

“treat the factory as one’s own home.”

In his 1997 book Market and Institutional Regulation in Chinese Industrialization, researcher Dic Lo argues

that Chinese state-owned and collective enterprises were institutions accountable to major stakeholders—

such as creditors and employees. In contrast, pIn addition to lifetime employment and material benefits, many Chinese workers engaged in decision

making and management issues at their place of employment. In 1960, employees of Anshan Iron and

Steel Corporation wrote the Charter of Anshan Iron and Steel Corporation which laid out principles of participation,

reform, and integration. In recent years, many management experts acknowledge the similarities

between the Charter and “new management” styles adopted in recent years in Japan, Europe, and the

U.S.—ideas such as total quality management (TQM) and other employee participatory programs.

This high level of engagement in the management process fostered an elevated sense of ownership among

all levels of employees and created a corporate culture unique to China reflected in a popular saying,

“treat the factory as one’s own home.”

In his 1997 book Market and Institutional Regulation in Chinese Industrialization, researcher Dic Lo argues

that Chinese state-owned and collective enterprises were institutions accountable to major stakeholders—

such as creditors and employees. In contrast, pIn addition to lifetime employment and material benefits, many Chinese workers engaged in decision

making and management issues at their place of employment. In 1960, employees of Anshan Iron and

Steel Corporation wrote the Charter of Anshan Iron and Steel Corporation which laid out principles of participation,

reform,