Group 1 - The core viewpoint of the article highlights the shift in the internal dynamics of state-owned enterprises (SOEs) in China, where competition for positions has replaced the previous notion of stability [1][2][3] - The article discusses the impact of the "three-year action plan for SOE reform" which concluded in 2022, emphasizing the need for SOEs to transition towards market-oriented operations [9][48] - The narrative illustrates the personal experiences of employees within an SOE, particularly focusing on the competitive job environment and the emotional toll it takes on individuals [20][36][40] Group 2 - The article details the changes in the work environment of SOEs, where employees are now facing increased pressure to perform and compete for their positions, leading to a breakdown of previously strong interpersonal relationships [4][11][12] - It mentions the significant number of private enterprises that have closed, with 460,000 reported by mid-2022, which has influenced the competitive landscape within SOEs [10] - The experiences of three women in the article reflect broader trends in the workforce, particularly how women in SOEs are often expected to prioritize family responsibilities amidst job insecurity [23][24][41] Group 3 - The article outlines the historical context of SOEs in China, detailing the transition from a planned economy to a market-oriented one, and the subsequent challenges faced by employees during this transformation [45][48] - It highlights the generational differences in employment experiences, with older employees recalling a time of stability that has since eroded due to reforms and market pressures [51][52] - The narrative concludes with the anticipation of a second round of competitive hiring within the SOE, reflecting ongoing reforms and the uncertain future for employees [52][53]