ABSTRACT
The chapter lends a close analysis of how policymakers promoted learning from an enterprise style of management (ESM) in the health care sector from the early 1980s to the 1990s, drawing a parallel between the Chinese experience of ESM with the history of transplanting business/industrial management in the West. The chapter deals with the connectivity of resource management with the transaction-oriented management that underpins revenue generating policy characteristic of the health care reform in China. While examining the strengths of business/industrial management from the angle of resource management, it does not lose perspective by tackling its diminishing effects as it applies to managerial issues in the public sector in general.
