The PLA at Home and Abroad - Strategic Studies Institute - U.S. Army

5. Amos Perlmutter and William LeoGrande, “The Party in
Uniform: Toward a Theory of Civil-Military Relations in Communist
Political Systems,” American Political Science Review, Vol.
76, 1982.
6. Shambaugh; and Li.
7. For instance, Mulvenon used an analytical framework
of conditional compliance to highlight the bargaining dynamics
in CCP/PLA interaction, “China: Conditional Compliance,”
in Muthiah Apalagapa, ed., Coercion and Governance in Asia: the
Declining Political Role of the Military, Palo Alto, CA: Stanford
University Press, 2001; and Ellis Joffe, “The PLA and the Succession
Problem,” in Richard Yang, ed., China’s Military: The PLA in
1992/1993, Boulder, CO: Westview Press, 1993.
8. In 1956, Mao decided that when PLA generals at the 6th
Grade (the rank of Lieutenant General) were transferred to civilian
posts, they did not need to be retired from the Army. PLA
generals were reluctant to leave the military. This was partially
because the military’s salary was 20 percent higher, which remains
true to this day, and they enjoyed more privileges in the
PLA, such as additional body guards and better cars. The last person
following this rule was General Yu Qiuli, who returned to
the PLA as its head of General Political Affairs Department in the
1980s, from the post of vice premier in charge of China’s heavy
industries. Yang Shangkun was the last civilian leader to wear a
PLA hat.
9. In preparing for restoration of military ranks in 1985, some
senior Party leaders suggested that since local party secretaries
concurrently held the position of the first political commissar of
the regional garrison, they should be granted a military rank.
Deng personally vetoed this motion.
10. At the beginning of Deng’s reign, he often personally appointed
senior officers without consulting with the CMC, but after
he firmly established his command of the gun, he gradually
delegated the power of nomination to the CMC, with the Yang
brothers as the main initiators. According to his daughter, Momo,
throughout the 1980s, he worked only 2 hours a day, which did
not allow him to take detailed care of the personnel matters below
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