China Under Hu Jintao: Opportunities, Dangers, and Dilemmas by Tun-Jen Cheng

By Tun-Jen Cheng

The fourth new release of leaders of the People's Republic of China, whereas making the most of the status of China's access into the area exchange association and the distinction of internet hosting the 2008 Olympic video games, should also ponder the sobering side-effects of a speedy and internationally-interdependent economic climate and a stricken and purely in part reformed political method. this crucial booklet ways the learn of the PRC lower than Hu Jintao in a two-fold demeanour: by means of analyzing the recent political parameters in which the party-state capabilities and through interpreting the famous matters — at domestic and in another country — which are commanding the eye of China’s new leaders. The publication tackles a complete diversity of themes, together with elites, associations and state–society kin, politics and the political implications of monetary switch, family politics and international family.

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Extra info for China Under Hu Jintao: Opportunities, Dangers, and Dilemmas (Series on Contemporary China)

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See Hu Yaobang, “The Radiance of the Great Truth of Marxism Lights Our Way Forward,” Xinhua, March 13, 1983, trans. FBIS, April 15, 1983, pp. K1–15. With the Sixteenth Party Congress’ admonition to “keep pace with the times” (yushi jujin), this interpretation of Marxism as methodology rather than dogma has become orthodoxy. qxd 27/10/2005 1:56 PM Page 31 FA3 Political Succession: Changing Guards and Changing Rules 31 and did not share his vision of marketization and reform. And it was also because Deng wanted a younger and more professionally competent group of cadres to replace the veteran revolutionaries.

See Juan J. Linz and Alfred Stepan, Problems of Democratic Transition and Consolidation: Southern Europe, South America, and Post-Communist Europe (Baltimore, MD: Johns Hopkins University Press, 1996). qxd 27/10/2005 1:55 PM Page 49 FA3 Is the Chinese State Apparatus Being Revamped? 49 characterized by the interplay of bureaucrats, the local state, and social forces. Perhaps equally important, there has been growing functional differentiation within the bureaucracy. This began with post-Mao state rebuilding, which led to a rapid growth of the number of departments and personnel within existing “line ministries,” the establishment of “stand-alone” administrative capacities by previously latent bureaucratic sectors (such as the State Family Planning Commission), and the creation of new regulatory agencies (such as the National Bureau of Statistics).

Nevertheless, another characteristic of the new leadership is that their experience and contacts are limited. Although they have generally had wider career experience than the “third generation” of leaders, they, too, have had to climb the career ladder step-by-step, 14 Joseph Fewsmith, “Generational Transition in China,” Washington Quarterly 25, no. 4 (Autumn 2002): 23–35. qxd 27/10/2005 1:56 PM Page 36 FA3 36 Joseph Fewsmith generally within a single xitong (system). This has limited their exposure to other xitong and the personal contacts that they would have developed if they had participated in the work of other bureaucracies.

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