• ISSN: 2301-3567 (Print), 2972-3981 (Online)
    • Abbreviated Title: J. Econ. Bus. Manag.
    • Frequency: Quarterly
    • DOI: 10.18178/JOEBM
    • Editor-in-Chief: Prof. Eunjin Hwang
    • Executive Editor: Ms. Fiona Chu
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JOEBM 2026 Vol.14(4): 340-344
doi: 10.18178/joebm.2026.14.4.965

Influences of “Targeted Poverty Alleviation” for China

Bei Niu

  • Chengdu MeiShi international school, Sichuan, China
  • Manuscript received July 12, 2026
  • revised September 23, 2026
  • published October 27, 2026

Abstract

“Targeted Poverty Alleviation” (TPA) is a China-developed governance strategy that addresses poverty through precise identification and intervention. Under conditions of scarce resources, it emphasizes accurately identifying impoverished households, diagnosing the causes of poverty, implementing tailored policies, and dynamically managing outcomes. The strategy culminated in China’s declaration in 2020 that extreme poverty had been eradicated. This paper systematically analyzes the dual impacts of TPA, exploring its positive effects on rural infrastructure upgrading, industrial development and urban-rural integration, as well as its inherent limitations including excessive grassroots administrative burden, bureaucratic formalism and rural population dependency. It further discusses the sustainable transition from TPA to rural revitalization, combined with a typical relocation poverty alleviation case in Sichuan Liangshan. The study suggests that TPA is an effective model for eliminating absolute poverty at a national level. It effectively remedies the market failure of trickle-down economics, provides a feasible solution for structural poverty governance in developing countries, and offers valuable practical experience for global poverty reduction undertakings.

Keywords

  • Targeted Poverty Alleviation
  • rural revitalization
  • poverty governance
  • urban-rural integration
  • sustainable development
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Bei Niu, "Influences of “Targeted Poverty Alleviation” for China," Journal of Economics, Business and Management, vol. 14, no. 4, pp. 340-344, 2026. https://doi.org/10.18178/joebm.2026.14.4.965

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Copyright © 2026 by the authors. This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited (CC BY 4.0).

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