| Abstract: | Continuous economic reform and social development have induced and forced the Chinese government to adjust its strategies towards non-profit development. Enhanced state capacities, emergent legitimacy of non-profit organisations, genuine demand for non-profit partners, public management modernisation and other factors have not only enriched the “control” mandate by introducing persuasive means, but have also driven the government to become a major empowering force for non-profit development. Advanced local governments in China take the lead in adopting mixed strategies of control and empowerment to forge a path of non-profit development in favour of non-profit organisations that are politically inactive and professionally capable. This paper shows the resilience of the regime by presenting examples of evolving governmental strategies of control and empowerment at the local and national levels. It argues that the Chinese government’s non-profit strategies are increasingly multidimensional and complicated, featuring changes in purpose, constraints, available means and government–non-profit relations. |
