Charlotte P. Lee is associate director of the China Program at Stanford University's Shorenstein Asia-Pacific Research Center. Prior to joining the Stanford China Program, she taught courses in Chinese politics, comparative politics, and international relations at Hamilton College, New York and the United States Air Force Academy. Her research focuses on the institutions of authoritarian regimes, public bureaucracies, organizations, and contemporary Chinese politics and has been published in peer-reviewed, interdisciplinary journals. She holds a doctorate in political science from Stanford University, California and a Bachelor of Arts in political economy and Asian studies from the University of California, Berkeley.
1. Introduction
2. The organizational landscape
3. Managing the managers
4. Fusing party and market
5. The entrepreneurial party school
6. Adaptation measured
7. Conclusion: risks and limits to party reforms
Appendices: A. Number of party schools, by locale and national share of leading cadres
B. Note on sources and research methods
C. Central Party School organization
D. City Z training allocations, 2008
E. Descriptive statistics and robustness tests of PSM presented in Chapter 3
F. Central Party School Mid-Career Cadre Training Classes descriptive data
G. International partnerships, central and provincial-level party schools
H. Categories for coding training syllabi.
