The Governance of Philanthropic Foundations in Authoritarian China

This book is the first monograph to provide a multilevel analysis of power dynamics underlying the governance of philanthropic foundations in the authoritarian context of China.

As a special kind of organization with a democratic culture, Chinese foundations’ governance is under more pressure than we realize. The government has been evolving its methods to impose stringent control over foundations (Chapter 3) and “purer” foundations highly dependent on individual donations are more likely to adopt authoritarian leadership styles rather than being mechanisms spreading democratic values in Chinese society (Chapter 4). However, this practice does not come without a price. Given power’s double-edge of both enabling and constraining effects, although strongman leaders may use their power to get things done, their power may also cause the problem of accountability (Chapter 5). Overall, Chinese society is a stable system with authoritarian power modes. This system is not static but in constant flux, homogenizing incompatible parts until all units of the system adopt the same power mode. This book establishes a comprehensive and bleak picture of the unfavorable conditions foundations in China face and provides valuable insights to understand the future of the nonprofit sector in China.

This book will be of interest to students and researchers in the fields of sociology, political science, and nonprofit studies (NGO management). It will also be a valuable resource for NGP practitioners.