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Acknowledgements
Professor Smyth acknowledges financial support from a grant from the Faculty of Business and Economics, Monash University. Junli Waang acknowledges financial support from the China Scholarship Council. All authors thank Wang Gensheng for assistance with the project and Zhai Qingguo and the anonymous referees for comments on an earlier version of this study. The views expressed are the authors' own and should not be attributed to CSIC.
Notes
1. Because much of the information provided in the interviews was sensitive, we use the pseudonym Northern Shipbuilding to protect the confidentiality of the firm.
2. Interview at Huarong AMC, Dec. 2002.
3. Interview at Huarong AMC, Dec. 2002.
4. Interview at Huarong AMC, Dec. 2002.
5. Interview at Huarong AMC, Dec. 2002.
6. Interview at Huarong AMC, Dec. 2002.
7. Only some of the material from the interviews is used in this article. Other material from the interviews focusing on the reforms in the shipbuilding industry in China appears as Smyth et al (2004).
8. Interview at Huarong AMC, Dec. 2002.
9. Interview at Huarong AMC, Dec. 2002.
10. This has also been observed in case studies of other EDS. In particular, Steinfeld emphasizes this in his case study of an EDS in an aluminum SOE in Chongqing – see Steinfeld (Citation2001) .
11. Note that most of the AMC representatives come from the AMCs themselves. However, AMCs also hire some outside experts, such as academics, ‘industry experts’ and retired managers to act as independent representatives on the Board. Interview at Huarong AMC, Dec. 2002.
12. Interview at Huarong AMC, Dec. 2002.