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** |