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摘要：ei论文发表-中国矿业经济与环境研究论文-转型中国的煤矿：历史上的双柳矿案件为例-Transforming China’s coal mines: A case history of the Shuangliu Mine-economic, social and environmental aspects-The wider implications of a shift of China’s coal supply from small-scale to largescalemining operations are discussed in relation to economic, social and environmental aspects.

E-mail: gacambe@mtu.edu.Wang Lijie is Dean and Professor, School of Management, ChinaUniversity of Mining & Technology, Beijing.
Zhou Xinquan is Dean and Professor, School of Resource and SafetyEngineering, China University of Mining & Technology, Beijing.Liu Haibin is an Associate Professor, School of Management, China
University of Mining & Technology, Beijing.Gary Campbell is a Professor of Mineral Economics, School ofBusiness and Economics, Michigan Technological University in Houghton,
Michigan.
1 All tonnages in this article are expressed in metric units, tonnes, or
‘short tons’, as used in China.
16 David Creedy, Wang Lijie, Zhou Xinquan, Liu Haibin and Gary Campbell / Natural Resources Forum 30 (2006) 15–26
© 2006 The Authors. Journal compilation © 2006 United Nations.
Table 1. Output Share by Mine Management Type, 1980–2004
Year Total (Mt) State-run mines
KSOCM SOLCM TVCM
Output (Mt) Proportion % Output (Mt) Proportion % Output (Mt) Proportion %
1980 620 344 55.5 162 26.1 113 18.3
1985 872 406 46.6 183 21.0 283 32.4
1990 1,079 480 44.5 205 19.0 393 36.5
1995 1,292 482 37.3 213 16.5 597 46.2
2002 1,393 712 51.1 263 18.9 418 30.0
2003 1,736 830 47.8 294 16.9 612 35.3
2004 1,956 922 47.1 315 16.1 719 36.8
Sources: Chinese Statistical Yearbook, China National Coal Association, and State Administration of Work Safety
Table 2. Output Share by the Largest Coal-Producing Mines for Selected Years
1995 2000 2002
Output (Mt) Proportion % Output (Mt) Proportion % Output (Mt) Proportion %
The first 4 enterprises 84.2 7 119.9 12 194.2 14
The first 8 enterprises 147.5 11 191.5 19 277.4 20
The first 13 enterprises 208.9 16 259.2 26 346.8 25
The first 22 enterprises 294.5 23 344.6 35 430.0 31
Source: Chinese Statistical Yearbook.
for the KSOCM had increased since 1995, but some of
the gains were lost in 2003 and 2004. Since 1995, the
output share from China’s largest mines has become more
concentrated (Table 2).

Acknowledgements
The article is partially based on the authors’ report
for the World Bank (Creedy, Wang, Zhou, and Liu, 2003).
The authors would like to thank the World Bank for providing
the financial support for the case study. The authors
are also grateful for the generous assistance and kind
hospitality of all those who assisted with the case study,
in particular:
Fenxi Mining Group
Cai Jiumao, Director, Party Secretary Fenxi Mining Group
Wang Rongsheng, General Manager Fenxi Mining Group
Zhai Hong, Deputy General Manager Fenxi Mining Group
Liulin County
Mr. Guo, Director of Economic and Trade Commission,
Liulin County
Mr. Liu, Leader of National Tax Bureau, Liulin County
Mr. Gao, Leader of Planning and Development Commission,
Liulin County
Shuangliu Mine
Liu Zhiyao, Director Shuangliu Mine
Zhong Xinzhi, Party Secretary Shuangliu Mine
References
Andrews-Speed, P., Guo, M., Shao, B., Liao, C. 2005. Economic
responses to the closure of small-scale coal mines in Chongqing,
China. Resources Policy, 30(1): 39–54.
Creedy, D., Wang L., Zhou, X., Liu H., 2003. Capacity building for
national and provincial socially and environmentally sustainable
management of coal resources in China — Two case studies. World
Bank report prepared on behalf of the National Development and
Reform Commission, PRC, December.
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