ABSTRACT
Despite the rapid development of leading Chinese resources companies and their growing “known” status around the world in the past few years, their corporate governance structures and practices remain less well known to the outside world. It is also understood that the stock market in China has mainly been used as a tool to revitalize China’s stateowned enterprises (SOEs) on the one hand, and on the other to maintain government control of listed companies (Green, 2004: 66). Before the split share structure reform was carried out in 2005, the majority of shares were still held by the government as non-tradable shares and the government was still in de facto control of most listed companies, including resources companies.
