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In the last two decades, the People's Republic of China has witnessed an explosion of NGOs. What will the implications be for state–society relations? This article, drawing upon research conducted at seven Chinese NGOs, critiques two approaches to analysing this problem: the civil society framework and the privatization perspective. It then proffers a third way: an approach based on organizational analysis. Both the civil society and privatization perspectives assume a zero-sum game between a monolithic state and NGOs/citizens. Yet empirical evidence reveals that Chinese NGOs are often much more interested in building alliances with state agencies and actors than in autonomy from the government. From an organizational perspective, this makes sense. As organizations, both NGOs and state agencies need to ensure a constant supply of necessary resources for the firm to survive, and their strategies for achieving this goal will be constrained by their actors' own institutional experiences and the cultural frameworks extant in their society. Alliances between Chinese NGOs and state agencies can help both types of organizations secure necessary resources and gain legitimacy.
Carolyn L. Hsu (Wed,) studied this question.