Class Formation or Fragmentation? Allegiances and Divisions among Managers and Workers in State-owned Enterprises

This essay argues that crosscutting allegiances between managers and workers, and between existing workers and ex-workers, have formed strong social and psychological bases for sustained collective action and inaction during a period of organizational transformation in contemporary China. This thesis challenges the conventional wisdom that implies either class formation during marketization or the failure of such as an explanation for the alleged limits of the working class in mobilizing to defend its social contract against the central state. Through in-depth case studies of Chinese oilfields and refineries, I identify patterns of fragmentation deriving from intergenerational differences among the workers, managerial incentive structures, and the continuing reworking of patron-client relations between subgroups of workers and managers. I conclude that managers’ and workers’ passive and active responses to the state’s rapid dismantling of the socialist notion of “class” in a self-sufficient work unit have placed a tangible social limit on authoritarian institutional innovation.