Organizational imprinting and the welfare practice of Chinese state-owned enterprises

Abstract

Drawing on a survey of randomly selected firms from 12 representative Chinese cities, we analyze the differences between Chinese state-owned enterprises (SOEs) and non-SOEs in their organizational welfare practices. We apply the organizational imprinting theory to explain these differences. The institutional environment during the firms’ founding period has a lasting effect on their current practices. Only the most significant changes in the institutional environment weaken the organizational imprinting effect. By focusing our analyses on Chinese SOEs, this research enriches and extends the organizational imprinting theory and its implications to a transitional economy. In addition, our research has managerial and policy implications for managing Chinese SOEs in a changing domestic and global environment.