Skip to main content

Advertisement

Table 2 Effect of ownership form at founding on organizational welfare practices

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

Independent variables Model 1 Model 2 Model 3 Model 4
Per-capita welfare investment Dining hall Clinic Childcare facility
Started as private firm − 1.155** (.557) − 1.442* (.788) − .828** (.366) − .362* (1.016)
Started as joint venture − .745* (.382) .282 (.292) − .456* (.259) − 2.015*** (.664)
Log of profit (in 10,000 RMB) 0.174 (.278) − .040 (.203) .039 (.164) .012 (.181)
Average wage .001*** (.000) .000 (.000) − .000* (.000) .000 (.000)
Log of number of employees .226** (.109) .168* (.088) .803*** (.089) .767*** (.158)
Customers’ demand for labor protection .213 (.254) .617*** (.218) .215 (.187) − .100 (.384)
Annual frequency of government inspection .029 (.036) .042 (.041) .024 (.024) .063* (.036)
CEO’s political participation − .258 (.259) .033 (.205) .047 (.186) .165 (.375)
CEO’s education .089 (.099) .006 (.078) .107 (.073) − .032 (.153)
CEO’s SOE experience − 1.241** (.518) − 2.014*** (0781) − .060 (.335) 1.865* (1.004)
Constant − .897 (3.173) 2.385 (2.440) − 5.599*** (1.910) − 9.431*** (2.489)
LR test 1.66* 2.38*** 0.05 .355**