The Routinization of Social Movement Organizations: China as a Deviant Case

Abstract

This paper has two purposes: (1) to show how previous work in complex organizations, social movements and political development converges to predict routinization of successful social movement organizations, and (2) to explore the Chinese experiment in organization as a deviant case for the “law” of routinization. First, theories from three substantive areas are shown to predict routinization of social movement organizations. Next, an alternative model of organization, the Maoist model, is presented. Then, recent social history of China is examined to see if the model has been implemented. Lastly, several generalizations about the routinization process are drawn from the Chinese case.

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