The Continuing Importance of State‐owned Enterprise in the Twenty‐first Century: Challenges for Public Policy

Bernier, Luc; Reeves, Eoin

doi:10.1111/apce.12213

Cited by 12 publications

(8 citation statements)

References 18 publications

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“…Additional reasons for establishing such enterprises are change of markets, desire to improve effectiveness and efficiency and to provide better services, the need for a clearer division of responsibility between owner (ministry) and management, and political considerations involving the transference of responsibility and decision making to enterprises in order to unburden political responsibilities (Statskonsult 1998). Moreover, SOEs take many forms (OECD 2018), and are considered important means for sectors that are essential and strategically important to government (Bernier and Reeves 2018). In a study of 34 countries' SOEs, it was found that 6 million people were employed in the enterprises, although the variations among countries were large, and the largest SOE sectors seemed to be found in the countries with the largest economies (OECD 2014).…”

Section: State-owned Enterprises (Soes)mentioning

confidence: 99%

Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes

Larsen

Volden

Andersen

2021

Administrative Sciences

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Societal development is increasingly undertaken as major public projects in different sectors. Project governance is important for strategically successful outcomes; thus, a broad societal perspective should be kept throughout the governance process. State ownership exists in many forms, and major public projects’ governance arrangements differ. Quality assurance is a recommended part of the arrangements, yet knowledge of them is limited. This study investigates relatively recent governance arrangements in state-owned enterprises in Norway, emphasizing their content and organization of quality assurance. The arrangements are compared with the more established “State Project Model”, a governance arrangement set up by the Ministry of Finance in 2000, including major public projects with budgets exceeding USD 110 million. Through case studies, comprising documents and interviews, and using the State Project Model as a reference frame, differences in the studied arrangements’ comprehensiveness were found. Finding the appropriate level of governance is challenging, yet potential for mutual learning and improvement across different arrangements is revealed. For state-owned enterprises with sectoral policy objectives, the government should ensure that political control is not undermined. This study provides recommendations for further improvement of governance arrangements and adds to the general understanding of state-owned enterprises and major public projects’ front-end phase.

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Section: State-owned Enterprises (Soes)mentioning

confidence: 99%

Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes

Larsen

Volden

Andersen

2021

Administrative Sciences

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“…While the academic discussion about public enterprises has undergone a recent revival, research on the phenomenon remains scarce (Bernier & Reeves, 2018). Public enterprises have financial motives, among others (e.g., a social responsibility to sustain and improve public value), and compete with enterprises in liberalized markets.…”

Section: The Role Of Entrepreneurial Orientation In Public Enterprisesmentioning

confidence: 99%

Board behavior’s impact on entrepreneurial orientation in public enterprises

2021

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Public enterprises find themselves in increasingly competitive markets, a situation that makes having an entrepreneurial orientation (EO) an urgent need, given that EO is an indispensable driver of performance. Research describes politicians delaying the strategic change of public enterprises when serving as board members, but empirical evidence of the impact of board behavior on EO in public enterprises is lacking. We draw on stakeholder-agency theory (SAT) and resource dependence theory (RDT) and use structural equation modeling (SEM) to investigate survey data collected from 110 German energy suppliers that are majority government owned. Results indicate that board strategy control and board networking do not seem to predict EO on first sight. Closer analysis reveals a board networking–EO relationship depending on ownership structure. Remarkably, we find that it is not the usually suspected local municipal owner who hinders EO in our sample organizations but minority shareholders engaging in board networking activities. The results shed light on the intersection of governance and entrepreneurship with special reference to the fine-grained conceptualization of RDT.

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“…The continuing importance of public ownership is described by Bernier & Reeves (2018). They quote a report by the OECD (2017), which found that central governments in the countries covered in their study (excluding China) are full or majority owners of 2,467 commercially oriented enterprises.…”

Section: The Return Of Public Ownership and Its Potential To Meet Thementioning

confidence: 99%

State-owned enterprise sector, 2019

Palcic

Reeves

2020

Administration

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The Continuing Importance of State‐owned Enterprise in the Twenty‐first Century: Challenges for Public Policy

Cited by 12 publications

References 18 publications

Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes

Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes

Board behavior’s impact on entrepreneurial orientation in public enterprises

State-owned enterprise sector, 2019

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