(Muscat 1994: 54–62). This rent-seeking pattern of behaviour – also described
as a ‘patrimonial economy’ – of state institutions was essentially a
reproduction of the older tribute system of the sakdina state, but paradoxically,
such behaviours coexisted together with an increasing professionalism
and corporate identification based on meritocracy which had
increased after the 1932 revolution (Girling 1981: 78; Jacobs 1971: 15–16;
Evers and Silcock 1967). The eminently practical Chinese business elite
adapted to this system by developing client relations with influential figures
(Girling 1981: 78–9; Pasuk 1980: 42–3; Skinner 1957: 360–1).