Objectives: This paper aims to provide an insightful view of the entrepreneurial process and growth in different types of Chinese entrepreneurial enterprises under
market socialism in China. This issue is explored by examining the organisational characteristics of three emerging business ventures under market reforms and
institutional changes. It addresses the interactive effect of key contingency factors in entrepreneurship process and explains its impact on growth or failure outcomes in a
particular ‘China type’ of market economy.
Prior work: China’s hybrid economic system represents a mixed political economy with both socialist and capitalist characteristics (Lichtenstein, 1992; Morphy et al,
1992; Opper, 2001). Despite a growing body of research on Chinese small business practices alongside the economic reforms (Shen, 1994; Child, 1994; Naughton, 1994;
Schlevogt, 2001; Warner, 2004; Yang, 2007; Kshetri, 2007; Yang and Li, 2008), more empirical studies are required to provide a critical insight into the emerging
business practices. This research adopts a contingency model of entrepreneurship(Wickham, 2006) to examine entrepreneurship process and growth in different types
of business venture. It reveals the interactive relationships among key variables such as strategy, ownership, culture and management process.
Approaches: This research is undertaken through the empirical analysis of three case study companies in the textile industry. This fieldwork was conducted in 2006 and
2009 respectively. Multiple sources of data were collected including 21 open-ended interviews of owners and key managers in three case study companies.
Results: The study offers an explanation on how entrepreneurship takes different forms and features in different organisational contexts. Empirical evidence supports four hypotheses: (1) The type of ownership is a key contingent factor that moderates particular entrepreneurial outcomes. (2) Leadership and knowledge accumulation capability are critical factors in learning process, significantly affecting the strategic
choices in either high value or low value added products strategy. (3) The broadening of product portfolios and increased production capacity will improve survival chances
and increase the likelihood of firm growth. (4) Management capability and consistency have greater impact on the outcome of entrepreneurship process than the
resource and strategy factors.
Implications: The findings have significant implications for a conceptual understanding of Chinese entrepreneurship dynamics. It addresses important considerations on government policy making and promotion strategies for
entrepreneurship development in different forms of business venture.
Value: The textile sector has pioneered the government reforms in restructuring and creating entrepreneurial enterprises. It offers a perfect case for assessing the
entrepreneurship processes in a rapidly changing market environment. It emphasizes the important ownership effect on entrepreneurial outcomes. Drawing upon Wickham’s contingency model of entrepreneurship, it provides an improved understanding of this concept under particular circumstance and different contexts
