Social Enterprise and Democracy in China: The Case of Environmental Nonprofit Organizations

Abstract

China is an important example in contemporary society regarding the power relations between government, nonprofit organizations and social enterprise, and the development of civil society and democracy in transitional and authoritarian regimes. Scholars have raised concerns about the impact of a growing reliance on social enterprise on democratic participation and outcomes. This work has largely focused on the US, UK, and other Western democracies. Some scholars alternatively suggest that social enterprise may help organizations to become more independent from the state, alleviating fund-seeking pressure and facilitating the development of civil society. Focusing on lessons learned through three case studies of environmental nonprofit organizations in China, this chapter examines how these organizations have responded to neoliberalization, leveraged social enterprise, and developed public participation. Data shows that the organizations studied adopted developmental approaches to embrace or resist neoliberalization and practice social enterprise and demonstrated limited autonomy and democratic participation.