The Belt and Road Initiative in Panama

: From state strategy to everyday practice

Abstract

The launch of the Belt and Road Initiative (BRI) in 2013 has sparked discussions about the motivations and strategies of the Chinese state to strengthen its position in the world order. Existing studies often view the BRI as a state-controlled tool, which overlooks the complex and multifaceted nature of its implementation. Recent research shows a divergence between the state’s goals and visions of the BRI on one side and the varied practices of diverse actors on the ground on the other. This study aims to explore this divergence further by examining its forms and extent, thereby deepening the understanding of the links between the macro-level state strategy and the microlevel practices of front-line actors, such as managers and workers in various Chinese enterprises implementing the BRI in Panama.

Utilising Pierre Bourdieu’s theory of field and practice, this study understands state power as a form of symbolic power that reaches actors and extends beyond borders through circuits of symbolic power. The connection between the state and these actors varies based on their social positions in relation to each other and to the state. Focusing on the case of Panama, this study employs qualitative interviews with 36 participants from Chinese state-owned enterprises (SOEs) and privateowned enterprises (POEs) operating in Panama. The findings reveal that the authority and influence of the Chinese state are perceived differently by SOEs and POEs, and by individuals at various organisational levels, including high-level managers, middle managers, and non-managerial staff. In adapting to Panama's business and social environments which are different from China's, SOEs and POEs—as well as high-level managers and non-executive employees—adopt different goals and strategies to sustain their positions and strengths. The Chinese state's power is most recognised and appreciated by high-level managers in SOEs involved in BRI projects, while it tends to be weakened or challenged by executives in POEs. For non-executive employees in both SOEs and POEs, their motivations for personal advancement are disconnected from the broader strategic objectives of the BRI set by the Chinese state.

Date of Award	4 Feb 2025
Original language	English
Awarding Institution	University of Bristol
Supervisor	Will Atkinson (Supervisor) & Winnie King (Supervisor)