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This article examines the ways in which taxi driving and China's quest for global ascendency are interlinked and enmeshed. Inspired by de Certeau's The Practice of Everyday Lifeand his conceptual formulation of “strategy” and “tactic”, this article explores how taxi drivers, through their everyday practice of driving, found ways and moments to tactically challenge and appropriate so-called “civility campaigns” and a rising China. By demonstrating the numerous instances of tactics taxi drivers used, I argue that their socio-economic marginality did not, in fact, reduce them to a “powerless” position. I bring in Foucault's analytics of power and governmentality to add to de Certeau's work by helping to explain the intertwined relationship between government and governed to shed light on the complexity implicated in the dynamics of power relations and resistance. I examine the period around the 2008 Beijing Olympics as it involved large-scale attempts to showcase China through (urban) transformation.

China's state-led model of corporate social responsibility (CSR) does not seem to present a promising environment for the participation of non-governmental organizations (NGOs). Nevertheless, we observe recent examples of NGO involvement in CSR initiatives. Chinese NGOs are using the CSR platform to challenge the environmental practices of firms operating in China. We take a field-theoretical approach that focuses on the agency of actors. We show how an international NGO proposes a new standard and how Chinese NGOs use local environmental information disclosure laws to engage with firms in the textile supply chain. We find that NGOs leverage the power of brands to influence the practices of Chinese suppliers. However, we find differences in the framing and tactics employed by international NGOs versus their Chinese counterparts. Field analysis helps better understand the actors in the field of CSR, along with their motivations and their resources, and it offers a useful perspective on civil society development in China.

NGO–firm partnerships have been well studied in the literature on corporate social responsibility (CSR) (Marano and Tashman 2012; Dahan et al. 2010; Oetzel and Doh 2009). However, these studies have generally limited their focus to Western multinationals and Western NGOs and, moreover, not by-and-large examine in depth the institutional settings under which either the firm or the NGO operates Building on recent institutional approaches to CSR (Brammer, Jackson, and Matten 2012; Kang and Moon 2012; Matten and Moon 2008), this paper examines how the institutional dynamics of several partnerships between Chinese firms and NGOs affect the manifestation of CSR (e.g. “implicit” vs. “explicit”). The paper also looks into how CSR and NGO–firm collaboration plays out within a changing state-corporatist framework in Chinese context (Unger and Chan 1995, 2008; Hsu and Hasmath forthcoming). The paper then argues 1) that the involvement of an NGO in the partnership reflects a changing institutional setting in China, and 2) that type and level of involvement of Chinese government institutions affects whether a given firm takes an “implicit” or an “explicit” approach to CSR.