China's environmental crackdowns under Xi Jinping have led to a sweeping shutdown of private enterprises. To circumvent this, enterprises have developed different survival strategies including direct lobbying to government officials and indirect lobbying through business associations. Based on comparative case studies of environmental lobbying in Chinese cities, our research finds that larger enterprises, enjoying more economic leverage, tend to lobby directly using their own political connections to sway environmental enforcement. By contrast, smaller enterprises are excluded from these clientelist networks and have to lobby through business associations, the effectiveness of which hinges on the support of large enterprises. Therefore, we argue that although the Chinese government's increasingly stringent environmental policies have shrunk the lobbying (and living) space for private enterprises, the existence of environmental clientelism protects economically powerful and politically connected private enterprises but sacrifices the others in the implementation of environmental policies.

The Chinese Communist Party (CCP) is expanding its organizational infrastructure in the private sector, revealing the dynamics of CCP-style institutional change. Party building follows a distinct version of adaptive governance. Hesitant to rely on innovative tools alone, organizers productively tinker with traditional and disparate elements. Grassroots Party organs, sanctified by their venerable history, are redeployed – initially for modest purposes that fall short of their original revolutionary potential. The Party's surge in private-sector firms was triggered by technocrats overhauling Leninist systems to reconnect to Party members; the search for a broader mission came later. To empower CCP organs in companies, organizers use tactical precedents ranging from incentives to negotiations around Party financing, and membership discipline. Combining tactics from different eras, overseas Party building deploys old organizational arrangements to new ends, whereas digitization gives time-worn procedures a second life. The inclination for institutional bricolage is a deeply rooted hallmark of innovation in Chinese statecraft.

A large body of literature on state–business relations in China has examined the political role of capitalists and collusion between the state and the private sector. This paper contributes to that literature and understanding of the internal differentiation among China's business elites by documenting the emergence of a particular kind of large, non-state business group that we argue is more akin to a mafia system than any standard definition of a firm. Drawing on large-N descriptive data as well as deep ethnographic and documentary research, we argue that mafia-like business systems share organizational principles (plunder and obfuscation) and means of growth and survival (relations of mutual endangerment and manipulation of the financial system). Understanding the particular moral economy that underlies mafia-like business systems and their interactions with the state challenges methodological foundations of research on China's political economy and helps to explain recent conflict between high-profile business people and the state.

Existing literature has long recognized that a partnership has been forged between the PRC government and Hong Kong's capitalist class. However, the implications of such a partnership for HKSAR governance have yet to be thoroughly explored. By examining the formation of this partnership and its consolidation after 1997, this article argues that the business sector's direct access to the sovereign state has fundamentally changed the dynamics of state–business relations in the HKSAR. As a consequence of the partnership between Beijing and the business sector, business elites have taken their concerns straight to the mainland authorities whenever they see their interests affected by the post-colonial state. This kind of circumvention has become a part of post-1997 politics, undermining the relative autonomy of the post-colonial state and resulting in growing cleavages within the state–business alliance during the first 15 years of the HKSAR. Whether and how such a partnership will evolve in the aftermath of the 2012 chief executive election remains to be seen.