The Ongoing Reforms to China's Government and State Sector: The case of the energy industry

Though the reforms announced by the Chinese government in the spring of 1998 appear to be substantial and wide ranging, by themselves they may have little impact either on the effectiveness of government or on the performance of the state industries. Two outstanding problems are the structure and allocation of responsibilities within the government, and the excessive power of the state companies. The tasks of regulation and policy formulation in the energy sector should be clearly allocated in a simple administrative structure which specifically excludes any role for the state companies. The present structure of the state-owned energy industries is such that these companies have a great deal of power, not only in the market but also with respect to the government.     

The Purse Strings and the Policy Process: Bureaucratic Shaping of Industry Policy Capacity after 1945

Much literature in public administration debates the role of the public servant in the policy-making process. Some literature acknowledges an integral role of the public servant in the process. However, this role often remains obscure, due to being couched in abstract terms. The hierarchical structuring of responsibilities and power within bureaucracies imparts the capacity for differential influence. This paper provides a case study of the role of the Public Service Board (power over staffing) and the Australian federal Treasury (power over the purse) in the shaping of the bureaucratic structure. The case study centres on the industry policy bureaucracy in the volatile decade after World War II. In shaping the bureaucratic capacity, the Board and the Treasury exerted a discretionary influence on the policy process itself.