Social marketisation and policy change in China

What kinds of social organisations (SOs) are more likely to succeed in promoting policy change? How and why can some SOs promote policy change in China? This thesis argues that the emerging tendency of social marketisation - social entrepreneurship and government purchase of services from SOs - can empower social organisations to facilitate policy change from the government. Based on three survey databases, this research shows that when social organisations become social enterprises or obtained government contracts for purchasing services, their likelihoods of success in promoting policy change increased and their influence on government policy making improved, after controlling for other resource and institutional factors. This research subsequently draws upon two in-depth case studies on Nonprofit Incubator (NPI) and China Foundation Centre (CFC) to demonstrate how social organisations can use entrepreneurial and marketised strategies to promote the emergence and spread of five new government policies in China. The underlying mechanism of their successes is the formation of social organisation chains (SOCs), which consist of infrastructure, financial, support, and operational organisations. The formation of SOCs created positive social change. Positive social change facilitated policy change. This study further applies the perspective of SOCs to examine how the three local states (Beijing, Shanghai, and Shenzhen) re-regulate the social organisation sector, and reveals a wider applicability of SOCs at the city level. Finally, this thesis has discussed the relations between social marketisation and other significant theoretical and practical issues. The contribution of this thesis is that it finds a positive relationship between social marketisation and policy change in China, and reveals the process and the underlying mechanism.