Vietnam’s and China’s Diverging Industrial Relations Systems: Cases of Path Dependency

ABSTRACT

This article explains why Vietnam and China, one-party states that allow only one official trade union, are traversing different paths in their trade unions’ institutional structures, the state’s and trade union’s attitudes towards strikes, their willingness to allow independent trade unions and willingness to engage with the international labour union movement. These will be examined in terms of the path dependency of their recent histories, in which changes have been incremental on a path laid down by pre-existing entrenched institutions, until each national system no longer operated properly and new contingencies obliged the leadership to revamp the system. As a consequence of China’s and Vietnam’s divergent path dependencies, when external contingencies finally forced institutional change, countries have veered onto divergent trajectories – the Trans-Pacific Partnership energising Vietnam to debate the acceptance of autonomous trade unions, while Xi Jinping in China has intensified Party control over industrial relations.     

Establishing A Mission-Based Culture: Analyzing the Relation Between Intra-Organizational Socialization Agents,Mission Valence,Public Service Motivation,Goal Clarity and Work Impact

ABSTRACT

This study contributes to our understanding of how organizations can craft a mission-based culture by examining the relationship between mission valence, PSM, goal clarity, and work impact. More specifically, the study assesses how value-laden communication with multiple intra-organizational socialization referents is related with the cited variables. The developed hypotheses are tested using structural equation modelling and a sample of 585 non-managerial employees employed by a public welfare organization. The findings confirm the claim that position in an organizational hierarchy is not likely to influence the analyzed relationships. The magnitude of the relationships, however, diverges. In contrast to previous research, the study results indicate that, in the case of lower-level employees, PSM is the most powerful predictor of mission valence. Furthermore, the results indicate that exposure to organizational values via interaction with internal socialization agents is positively related with their perceived importance. The results thus not only confirm the relevance of incorporating the institutional setting when analyzing mission valence, but also provide further proof for an institutional theory of PSM by highlighting that different organizational socialization agents could play a distinctive role in crafting PSM and a mission-based culture.