Cover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- List of Figures -- List of Tables -- List of Contributors -- Chapter 1: Introduction -- 1.1 Testing Western theories -- 1.2 Understanding the evolving features of China's policy processes -- 1.3 Overview and contribution of the book -- Notes -- References -- Chapter 2: From Tiao-window to Kuai-window: Strategies and Policy Entrepreneurship in Combating Counterfeit Cigarette Policy -- 2.1 Introduction -- 2.2 Literature Review and Theoretical Framework Proposition
2.2.1 Multiple Stream Framework and Policy Entrepreneurship -- 2.2.2 A Modification of MSF: Distinction Between "Tiao-window" and "Kuai-window" -- 2.3 Case Scanning -- 2.3.1 Case Selection and Data Collecting -- 2.3.2 'Hat Removal' of the Worst-hit Area of Counterfeiting and Selling Cigarettes in Z City -- 2.4 Case Analysis: Strategies Adopted by Policy Entrepreneurs in Combating Counterfeit Cigarettes in Z City -- 2.4.1 Who is the Policy Entrepreneur? -- 2.4.2 The Strategy of Pushing Policy Issue from "Tiao-window" to "Kuai-window" -- 2.4.3 Implementation Strategies
2.4.3.1 Promoting the Issue from the Tiao-window to the Kuai-window -- 2.4.3.2 Building an Implementation "Alliance" -- 2.5 Discussion -- 2.5.1 A Dynamic Policy Implementation Process at the Local Level -- 2.5.2 Strategies of Policy Entrepreneurs -- 2.5.3 Insights from the Application of the Modified Multiple-stream Framework in the Chinese Context -- 2.6 Conclusion -- Notes -- Bibliography -- Chapter 3: Evaluating the Performance of Government-Contracted Social Service Implementation: An Analysis under the Lens of Collaborative Network Theory -- 3.1 Introduction -- 3.2 Conceptual Framework
3.2.1 Theoretical Rationale: An Implementation Perspective of Understanding Contracting Performance -- 3.2.2 Consideration for Contracting Performance in China -- 3.3 Method and Case Selection -- 3.3.1 Fuzzy-Set Qualitative Comparative Analysis -- 3.3.2 Empirical Setting and Case Selection -- 3.3.3 Operationalization and Calibration -- 3.3.4 Case Outcome: Contracting Performance -- 3.4 Analysis and Findings -- 3.4.1 Necessary Conditions -- 3.4.2 Sufficient Conditions for Contracting Performance -- 3.5 Conclusion and Discussions -- References
Chapter 4: Could Politicization Improve Administrative Effectiveness?: Evidence from Party-led Reform of Social Conflict Resolution in X City, China -- 4.1 Introduction -- 4.2 Politicization and Administrative Effectiveness -- 4.3 Thinking Like a Communist Party Chief -- 4.4 Data and Method -- 4.5 Three Steps of Politicization in X City -- 4.5.1 Challenges of Social Conflicts in X City -- 4.5.2 Step 1: Politicizing the Issue by Reframing Social Conflicts -- 4.5.2.1 Launching a Battle to Address the Backlog of Petition Cases -- 4.5.2.2 Mobilizing Leaders to Meet Petitioners in Person
Summary
This book takes a broad approach to studying China's policy processes. It aims to shed new light on the characteristics of China's political systems and to adapt theoretical frameworks of policy processes developed in Western democracies to China
Notes
Description based upon print version of record
4.5.3 Step 2: Bypassing the Hierarchy by Creating Working Groups and Sending Resources Down
