中華人民共和國 初期 黨-國家와 都市 攤販 ― 1950年代 前半 北京의 基層社會 管理 方式 ―

Abstract

Arranging and managing the street vendors (Tanfan 攤販), which were the main means of livelihood for the urban poor in the early years of the People's Republic of China, was a challenging task that required a very broad socio-economic approach beyond the issues such as urban appearance, traffic, and security. The complexity of the Tanpan issue was closely related to the various factors: The large proportion of Tanpan in the city’s population, the diversity of its way of existence, the important role and weight of the Tanpan in the structure of the commercial economy, the dual perception of the authorities toward the Tanfan, etc. To that extent, the Tanpan policy was a complicated task that could not be achieved without close cooperation between various city government apparatus, such as bureaus of industry and commerce, civil affairs, tax, and public security, etc. All the measures taken by the Beijing Municipal authorities, such as the detailed investigation, the establishment of meticulous planning and managerial organizations, the massive mobilization of administrative personnel, and a flexible response to the street vendors' business practices, show the efforts and achievements of the authorities to manage the extraordinarily fluid, dispersed and intermittently existing socio-economic group at the urban grassroots within an institutional framework. What is noteworthy in the process of implementing various Tanfan policies is that the Beijing Municipal authorities considered that “establishing a Tanfan organization and thereby using the power of the Tanfan masses 群衆力量” rather than “managing them through administrative capacities 行政力量 merely relying on a small number of executive cadres” is a “strong guarantee 有力的保證” for achieving the goal. The Tanpan organizations established for the use of the masses' capabilities were the Tanpan's small and large groups and the various specialized sub-groups and committees organized under the leadership of the Tanfan Federal Association 攤販聯合會. This Tanfan Association was designed to operate for the self-management of the Tanfan society, rather than for their passive submission to the control of the authorities. Although the leading role of the grassroots state apparatus called “the Tanpan Market Management Office” was indispensable to the operation of the Tanpan organization, the latter provided a structure of discussion and mobilization for the purpose of educating Tanpan members, seeking improvement in sales methods and solving various routine problems. In this grassroots governance structure, the main actors 領導骨幹 were the Tanfan activists 積極分子. They did not remain in unilateral direction of carrying out the government's intentions but played a role in conveying the various opinions and complains of the Tanpan masses to the managing authorities. Tanpan activists had a status of mediator between the state power and the Tanban society, carrying out a two-way act of implementing the government's Tanfan management policy and enhancing the Tanfan masses’ own interests. This governance system was the secret to the ‘success’ of the new regime in its early years, and was the source of the ‘golden age’ enjoyed by many members of society until the mid-1950s. The Party-state was able to establish the legitimacy of the government and consolidate the regime through a state-society cooperative structure that led to the societal participation in implementing government policy in the grassroots rather than coercive control over society.