This article contends that prior research on the behaviour of Chinese local cadres pays limited attention to their motivation for avoiding blame. Using qualitative data from three field studies conducted in Guangdong province, the study focuses on blame avoidance in the cadre responsibility system, which is recognized as an important instrument for state capacity building. Our analysis uncovers three major discursive strategies used by grassroots cadres to manage blame either before or after it is apportioned: de-legitimating performance standards, re-attributing blame and transferring blame risk. We find that local cadres have a role as blame makers in shifting blame and accusations. This finding challenges the conventional view, which typically sees local officials as blame takers. The article concludes by elaborating on the wider implications of this finding and proposing avenues for future research.

We attempt to provide a definition and a typology of indigenous research on Chinese management as well as outline the general methodological approaches for this type of research. We also present an integrative summary of the four articles included in this special issue and show how they illustrate our definition and typology of indigenous research on Chinese management, as well as the various methodological approaches we advocate. Further, we introduce a commentary on the four articles from the perspective of engaged scholarship, and also three additional articles included in this issue. Finally, we conclude with our suggestions for future indigenous research.