Purpose This manuscript presents the translated oral life history of Yang Jianrong, a Hui zu entrepreneur from Ningxia, whose rise from very humble beginnings to international business success offers empirical insight into an Indigenous Business Ownership Style (BOS) in China. Based on in-person interviews transcribed in Mandarin and translated into English, the case study traces Yang's progression from early humble beginnings through to industrial growth and civic leadership. Design/methodology/approach This case affirms the ethnographic methodological value of oral life history in BOS research and contributes to scholarship on Hui commercial practice and decentralised economic development. It avoids cultural or religious framing, offering a literal. Findings His enterprise model rejects nepotism and family privilege, instead favouring merit-based hiring, servant leadership, and stakeholder reciprocity. Research limitations/implications The only research undertaken thus far is based on the Hui religion and culture; no field research has been undertaken on the Hui zu Business Ownership style in Privately Owned Enterprises in Ningxia, China. Practical implications Providing actual one-on-one data from fieldwork relating to their contribution to the GDP of Ningxia and China. Social implications The Hui zu are totally committed to working with and networking their business with community groups, and sharing with these communities. Originality/value Fieldwork-based account of how one Hui zu entrepreneur navigated China's legal economy to achieve scale and legitimacy through diligence and self-discipline.
Robert Brown (Mon,) studied this question.