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The paper aims to examine the sufficient and necessary conditions upon which the innovative “partial shock model” was implemented in China.

The study employs a multi‐method approach, involving a case study of Wuhan city in 2004.

Evidence suggests that implementation of the partial shock model in state‐owned small and medium‐sized enterprises (SOSMEs) is not only essential, but also feasible. More than 1,000 enterprises in Wuhan have restructured properties, and hundreds of thousands of workers have changed their state‐owned identity, which has resulted in positive social and economic outcomes in SOSMEs.

The paper suggests that there is a need to combine business reorganisation with government's timely intervention so as to overcome potential problems such as unjust occupation of state assets and unfair distribution among different enterprises in the same city.

The paper explores the distinct Chinese experiences in reforms of SOSMEs, which is a relatively under‐researched area of entrepreneurship.

The paper aims to examine the similarities of fast‐growth private enterprises (PEs) in China with particular focus on enterprises listed on growth enterprises market in order to draw managerial implications for other PEs.

The paper looks at the release effects of intangible assets in PEs. It examines the excavation effects of preferential policy on PEs and goes on to discuss the agglomeration effects of the inherent advantages of these.

The paper argues that the fast growth of PEs in our sample was attributable to three main factors, i.e. benefits of intangible assets marketisation, shrewd use of government preferential policies and technological and managerial capabilities.

This research calls for the Chinese Government to adjust relevant policies to create a fair and competitive environment for enterprises with different ownerships and different scales.

The paper highlights the fact that the social and economic conditions of China in the post‐transition period have changed greatly and that the Chinese Government needs to clarify and define the existing characteristics and functions of enterprises and improve their service‐oriented functions.

This paper aims to examine the reasons for small and medium sized private enterprises' (SMPE) trans‐ownership M&A failure, with particular focus on the local government behavior in the multi‐property claimant environment.

Using evidence from two typical cases of private enterprises' trans‐ownership M&A failure, the study adopts a multi‐method approach to illuminating the important reason.

The findings show that the alienation of local government is the most important reason for the failure of M&As and this has more to do with the economic and political gains of some individuals or groups in local governments than the ideology prejudice of local governments.

The paper suggests that it is necessary for SMPEs not only to look into target corporation but also the local government, when they prepare to engage in trans‐ownership M&A activities.

The paper explores the alienation of local government, which largely results in SMPEs' trans‐ownership M&A failure in China.

Organizational identification could play an important role during crises if it contributes to individuals' perceptions of control. This study examines this relationship and unpacks some of its complexities by investigating the mediating role of job satisfaction and citizenship behaviors that have previously been examined as outcomes of organizational identification in noncrisis contexts. The authors also investigate the moderating role of the perceived severity of the crisis on the relationships between organizational identification and job satisfaction and citizenship behaviors. There is limited empirical research on these relationships in a crisis context, and studying them is important for understanding the role of identification in diverse contexts and for crisis management research and practice.

Using the survey method, quantitative data were collected from 354 individuals from a nonprofit organization that filed for Chapter 11 bankruptcy. This was supplemented with qualitative data from respondents' comments in the survey.

Using process analysis, the authors find the following: (1) job satisfaction fully mediates the relationship between organizational identification and perceived control; (2) the perceived severity of the crisis moderates the relationship between organizational identification and job satisfaction; (3) citizenship behavior is associated with organizational identification but is not a significant mediator in the relationship between organizational identification and perceived control and (4) the perceived severity of the crisis is not a significant moderator of the relationship between organizational identification and citizenship behaviors.

This study’s model can be further tested in public and private organizations that are experiencing bankruptcies to examine the robustness of our findings. Also, due to the cross-sectional design of this study, the findings need to be tested in a longitudinal study to examine if they persist over time during the recovery and growth phases of a crisis.

Leaders can rely on individuals who identify with their organizations during a crisis, such as bankruptcies because they experience job satisfaction and a sense of control. Additionally, these individuals also demonstrate citizenship behaviors in these challenging situations.

This study is one of the first to empirically examine the association between organizational identification and perceived control, the mediating role of job satisfaction and citizenship behaviors and the moderating role of perceived severity in the context of an organizational crisis. An additional strength of this study is that it provides empirical evidence from individuals in an actual crisis rather than from laboratory studies.