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Table 3 Influence of restructuring on organizational welfare practices

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

Independent variables Model 5 Model 6 Model 7 Model 8
Per-capita welfare investment Dining hall Clinic Childcare facility
Restructured .224 (.584) .365 (.422) .115 (.358) − .298 (.489)
Log of profit (in 10,000 RMB) − .011 (.329) − .093 (.211) − .121 (.265) .042 (.187)
Average wage .002*** (.000) .000 (.000) − .000 (.000) − .000 (.000)
Log of number of employees .253 (.215) .002 (.158) .816*** (.160) .929*** (.218)
Customers’ demand for labor protection .621 (.640) 1.124** (.496) − .731* (.401) − .916 (.577)
Annual frequency of government inspection − .096 (.141) .173 (.155) − .019 (.085) − .063 (.129)
CEO’s political participation − .174 (.589) − .002 (.408) .239 (.356) .026 (.523)
CEO’s education − .408 (.259) − .029 (.181) .217 (.153) − .024 (.225)
Constant − .785 (.379) 1.564 (2.525) − .3981 (3.063) − 7.859*** (2.426)
LR test 0.01 11.03*** 0.07 2.65**