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Published: 4 June 2021
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1

Boateng, Edward Akuamoah. "Managing State-Owned Enterprises: The Special Projects of Ghana." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2203.

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State-owned enterprise (SOE) failures continue to burden the government of Ghana. During the 5-year period ending in 2012, the profits from these equity investments dropped by 80%. This study was an exploratory case study of how top-down, board-directed governance structure impact the control and ethical structure of special projects. Sixteen participants, comprised of managers, technicians, and board members, were recruited from 4 separate special projects in northern, central, and southern Ghana. Agency theory formed the conceptual framework for this study. Data collected from the face-to-face interviews and supporting documents were processed and analyzed to discern emergent themes. Through methodological triangulation, 5 main themes emerged including board influence on management and operations, operational and financial controls, ethical values, quality assurance, and motivation. The implications for positive social change include helping to reduce poverty within the local communities of Ghana through the creation of competitive projects that can sustain a productive workforce.
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2

Cai, Ying. "Securitization of state-owned enterprises in China." Thesis, Click to view the E-thesis via HKUTO, 1998. http://sunzi.lib.hku.hk/HKUTO/record/B38627917.

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3

Shifidi, Set-Son Kondjashili. "Evaluation of corporate governance in state-owned enterprises in Namibia." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96198.

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Thesis (MBA)--Stellenbosch University, 2014.
Corporate Governance in Namibia is such a serious challenge, especially in the public sector. The public sector consists of government entities including state-owned enterprises (SOEs). Namibian SOEs are prevalent in the important infrastructural sectors of energy, water, transport, telecommunication, finance, etc., and their performance is of great importance to the entire population, local businesses as well as to foreign investors. The fundamental aim of this study was to evaluate the level of corporate governance in the Namibian SOEs using the adopted Evaluation Matrix that was developed by the Centre for Corporate Governance in Africa of the University of Stellenbosch Business School. This matrix was developed based on King II and King III principles of good corporate governance. Namibian SOEs are governed by the State-owned Enterprises Governance Council (SOEGC), which prescribes the King Code of Governance of South Africa (King Code) as the guidance of governance to Namibian SOEs. The research study employed the data collection method of using secondary data from the companies’ public documents, in this case the annual reports. According to King III, the annual report or integrated report as it is now ideally called is supposed to contain all the company’s governance issues that promote sustainability, accountability and disclosure within the company. Companies that did not disclose information scored poorly in disclosure and transparency. From this research, it has been observed that Namibian SOEs need to improve on disclosure. There are, however, a few companies, such as Namibia Ports Authority (Namport) that are doing relatively well and are close to having an annual report which is almost an integrated report. The study’s focus was also on boards’ sustainability aspects of good corporate governance. These aspects are: racial and gender diversity of boards, attendance at board meetings, and the presence of relevant board committees. On this subject, it was observed that Namibia’s SOEs are relatively on par with both South Africa’s SOEs and private sector, when compared to results of similar research studies in that country. The success of this research also proved that this Evaluation Matrix as developed can be adopted for use on corporate governance in Namibian companies.
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4

Giliana, Tefo Godfrey. "The profitability of commercial state-owned entities." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15633.

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The importance of State-owned entities (SOEs) in a developing State has been argued for centuries. SOEs are perceived as the tool that the State can successfully use to implement its developmental agenda. In the Republic of South Africa, SOEs have been used to ensure universal access to electricity, water and logistical infrastructure to support industrial development, as well as basic service delivery. These entities have been expected to fund these initiatives from their own funds, which alleviated the need for commercial SOEs (also known as State-owned companies) to be profitable without continuous financial injections from the RSA government. Generally, commercial SOEs have been performing poorly financially. This research study aims to determine whether political influence might affect the profitability of these commercial SOEs. The poor financial performance plaguing the commercial SOEs hinders their ability to effectively contribute as a collective to the developmental agenda of the State, as espoused in the current strategic plan of the RSA in the form of the National Development Plan (NDP). Due to the poor financial performance and subsequent diversion of financial resources from other national priorities for their bail-out, commercial SOEs have been considered a liability rather than an asset to the RSA. To satisfy the primary and associated research objectives, qualitative primary and secondary research data have been collected. The primary data have been collected by using the semi-structured interview from the CFOs of commercial SOEs from various government departments – given their proximity to the financial performance and the drivers of this performance in commercial SOEs. CFOs are also part of the commercial SOEs senior-executive management of these entities. The general opinion of the participants and the literature review of the research study is that, indeed, political influence has had an adverse effect on the profitability of commercial SOEs, among others, as a consequence of the positioning of SOEs within the governance system of the RSA, the impact of the recruitment process for senior executives and the implications of an unfunded mandate. It is clear that in the RSA, commercial SOEs, and SOEs in general, will continue to play a pivotal role in the implementation of the developmental agendas of the State, as expressed in the NDP. With the RSA government expecting commercial SOEs to fund these activities from their own funds, it is critical that the State should be an enabler rather than a hindrance for commercial SOEs‟ profitability.
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5

Milman, Claudio Daniel. "Financial innovation and privatization of state owned enterprises in Chile, 1985-1989." Connect to resource, 1992. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1263405060.

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6

Lok, Pui-kit Pokit. "The economic performance of Chinese state-owned enterprises after denationalization." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19740608.

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7

Lok, Pui-kit Pokit, and 駱佩傑. "The economic performance of Chinese state-owned enterprises after denationalization." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31954844.

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8

Feng, Jia. "The reform of state-owned enterprises in China." Thesis, University of Macau, 1999. http://umaclib3.umac.mo/record=b1636222.

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9

Pu, Cheng-Chiu. "Political democracy and public enterprise management : a study of Taiwan's state-owned enterprises /." full text via ADT, 2007. http://erl.canberra.edu.au/public/adt-AUC20081024.110804/index.html.

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10

Rampjapedi, Mahlatse Christina. "The role of public relations practitioners in state owned entities." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/5432.

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Purpose of Paper: the role of public relations practitioners in state owned entities is under-researched in South Africa. This limits the practitioners in the industry to address relevant issues and opportunities about their discipline; specifically in the public sector which are widely perceived in a negative light. The aim of this paper was to explore the role of public relations practitioners in state owned entities in South Africa. Methodology: The study was qualitative in nature. It was constructed to answer the research questions using an interview schedule as a research instrument. The population comprised of the PR and communication practitioners that work in the State Owned Entities of South Africa. Findings: It was found that PR practitioners are the agents of relationship building between the SOEs and their stakeholders. It was also proved that PR practitioners have excellent skills and expertise however those are limited by the unsatisfying devaluation of communications by management and political interference in SOEs. Furthermore, negative reputation of SOEs was not mere shortfalls of PR practitioner but senior management instability. Research limitations: Due to lack of availability and co-operation of practitioners, time constrains and lack of finances, study was not able to attain the desired number of respondents (12 respondents instead of 15). Responses were not always substantial, however, the researcher attempted to achieve the most accurate results possible. Value or significance of paper: the study aimed to provide academic framework on the roles of PR practitioners in South Africa’s public sector and enhance existing knowledge on the challenges that practitioners face in different organisations.
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11

Chan, Wai-fan May. "Problems and revitalisation policies of state-owned enterprises in China, 1978 - early 1992." [Hong Kong : University of Hong Kong], 1992. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13278757.

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12

Li, Hu. "Controlling risks in state-owned Commercial Banks of China." Thesis, University of Macau, 1999. http://umaclib3.umac.mo/record=b1636243.

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13

Chan, Wai-fan May, and 陳慧芬. "Problems and revitalisation policies of state-owned enterprises in China, 1978 - early 1992." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1992. http://hub.hku.hk/bib/B3197689X.

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14

Wu, Chengliang. "The impact of partial reform on managerial behavior in Chinese state-owned enterprises /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18597610.

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15

LIAO, Yi. "Relationship conflict in Chinese state-owned enterprises : the role of goal interdependence." Digital Commons @ Lingnan University, 2009. https://commons.ln.edu.hk/mgt_etd/2.

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This study empirically examines the dynamics and conditions of relationship conflict between supervisors and employees in Chinese State-Owned Enterprises. It proposes that relationship conflict has significant effects on leadership in Chinese SOEs, specifically, it threatens leader-member relationships, lowers the possibility of open-minded discussion, influences leadership effectiveness and prevents future collaboration. This study uses Deutsch’s (1973) theory of goal interdependence to understand relationship conflict between supervisors and employees. Specifically, it proposes that three types of goal interdependence affect the experience of relationship conflict and its outcomes. Cooperative goals compare to competitive and independent goals can help reduce relationship conflict between supervisors and employees and in turn lead to quality relationships, open-minded discussions, leader effectiveness, and confidence in future collaboration. A total of 103 face-to-face interviews were conducted in Nanjing and Guangzhou in mainland China, with all the participants from Chinese State-Owned Enterprises. Participants were asked to describe a specific incident in which they engaged in relationship conflict with their supervisors. Details of the incidents including the setting, what occurred, the reasons, and the consequences were also recorded during the interview. Participants also rated specific questions on 7-point Likert-type scale based on the recalled incidents. Results of structural equation modeling and other analyses support the hypotheses and provide statistical evidence to the proposed theoretical model that goal interdependence affects relationship conflict that influence several leadership constructs, named leader-member relationship, open-minded discussion, leadership effectiveness, and future collaboration. The model and the findings also help to broaden understanding of dynamics of relationship conflict and suggest ways it can be alleviated in order to strengthen organizational leadership.
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16

Adestam, Martin, and Susanne Husberg. "ESG Implementation in Venture Capital Investments : A qualitative study of Swedish State-owned Investors." Thesis, Umeå University, Umeå School of Business, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-35047.

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The need for sustainable investments has grown dramatically in recent years and so has the pressure on investors, especially state-owned investors, to integrate sustainability factors in their investments. Several researchers state that private equity investors play a major role in creating new businesses and influencing new companies towards sustainability. On the Swedish private equity market, a major part of the funds available to growth companies are provided by the Government. State-owned investor’s role to create sustainable businesses in Sweden is therefore essential. However, research on how to implement ESG issues into venture capital investments is rare. Still today, we could not find any reports on how ESG issues are implemented by Swedish state-owned investors.

An empirical study was conducted on four major Swedish state-owned investors with the purpose to answer how state-owned investors implement ESG issues in venture capital investments. The study also aimed to identify problems with implementing ESG and how can state-owned investors work to deal with these problems.

Interviews with investment managers and people working within these organization showed that it is generally up to each investor how ESG issues are being considered in the due diligence and screening process within direct investments. When it comes to post-investment activities the responsibility to work with ESG issues lays upon the board of each firm.

The study further showed that little is being done to implement ESG issues within indirect investments. The study shows that ESG issues are not included in the valuation of general partner or as criteria for investing in a fund or other partnerships. A final conclusion is that when it comes to how state-owned investors are working with venture capital investments, ESG issues are integrated in how investors think, but it is not implemented in how investors act.

In order to move from integration to implementation we suggest that investors could use a set of templates in the screening and due diligence process. Every template should be specific for the sector that includes the type of ESG criteria that is relevant for this sector. When it comes to indirect investments, the implementation of ESG issues is harder due to limited possibility to actively directing funds. The focus should be working with co-investors with the same values and beliefs and influence the board of the fund.

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17

Huang, Chun-Hua. "Competitive advantage, corporate strategy, and the internationalisation of Chinese state-owned manufacturing enterprises." Thesis, University of Strathclyde, 1993. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21391.

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Research on the internationalisation of the firm has focused mainly upon identifying the competitive advantage 'which enabled it to invest overseas, as well as the motives and methods of foreign entry. Strategic issues have been largely ignored in both the theoretical and empirical research. Most empirical research is based upon macro (country) and/or meso (industry) data. There have been few detailed company studies to explain the dynamic interactions between the evolution of a firm's external environment, competitive advantage, corporate strategy and its internationalisation. This thesis by employing the case study method seeks to incorporate strategic issues into an analytical framework for examining the internationalisation of the firm. It argues for a micro (corporate) and holistic approach to the analysis of internationalisation of the firm. Specifically, it argues that while home country characteristics and their evolution may influence the creation and the nature of corpor ate competitive advantages of the firm, corporate strategies play an even more decisive role in the internationalisation of the firm, especially when its international involvement has reached a certain degree. The international strategy pursued by the firm has a direct impact not only upon the speed of the firm's subsequent internationalisation, but also upon the motives, methods and modes of its foreign entry. In the past two decades, an increasing number of researchers have investigated the internationalisation of firms from the Third World or less developed countries (LDCs). In spite of China's growing importance as an outward investor, the internationalisation of Chinese firms has received scant attention. This exploratory study seeks to fill this research gap. Based upon detailed case studies of five of China's largest state-owned manufacturing companies, this research has confirmed the importance of changing corporate strategy in the dynamic interactions between changes in the firm's external environment (especially in China's domestic economy under the economic reforms and Open-Door Policy), its internal resources and capabilities and the internationalisation of its business. This research suggests that corporate strategy has played an important intermediate role between corporate competitive advantage of the firm and the internationalisation of its business. Moreover, the international strategy pursued by the firm has not only speeded its subsequent internationalisation but also enabled it to adopt bolder methods and modes of foreign market entry. Because of the difficulty in ascertaining the representativeness of the five case companies, the findings of this research are indicative instead of conclusive.
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18

Bonney, Solomon. "Strategies to Improve the Financial Performance of State-Owned Enterprises in Ghana." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1773.

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Abstract The deteriorating financial performance of state-owned enterprises (SOEs) has been an increasing concern for the government of Ghana. The contributions of SOEs to the gross domestic product (GDP) of the Ghanaian economy have declined, leading to the loss of job opportunities because of the unprofitability and rising debt levels. SOE managers need to adopt strategies to improve the financial performance of their organizations so they can contribute to the GDP and generate employment opportunities. Government, SOE management, and employees will benefit from profitable and sustainable SOEs that have the ability to contribute to the national development agenda. The purpose of this single-case study was to explore strategies Ghanaian SOE managers may use to improve financial performance and reverse unprofitability and unsustainability of SOEs. Transformational leadership theory was used to guide this study. Data were collected through semistructured interviews with 10 Ghanaian SOE managers and SOE documents. Analysis of data generated themes, which included performance management strategies, hindrances to financial improvement, leadership strategies, and core business strategies. By implementing strategies reported by participants, SOE managers may improve the financial performance of SOEs and contribute to the GDP growth of the Ghanaian economy. Findings may be used to promote growth and sustainability of Ghanaian SOEs and thereby increase employment opportunities to improve the social conditions of unemployed youths.
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19

Xu, Jian. "Managerial communication within a Chinese state-owned enterprise in a period of transition /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19472687.

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20

Hu, Zhiyong Fox. "Placing China's state-owned enterprises firm, region and the geography of production /." Click to view the E-thesis via HKUTO, 2007. http://sunzi.lib.hku.hk/hkuto/record/B38208799.

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21

吳成亮 and Chengliang Wu. "The impact of partial reform on managerial behavior in Chinese state-owned enterprises." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31214782.

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22

Yeung, Hok-wo Henry. "A comparative study of state-owned enterprises in the People's Republic of China and in Taiwan." Click to view the E-thesis via HKUTO, 1999. http://sunzi.lib.hku.hk/hkuto/record/B42574882.

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23

Hu, Zhiyong Fox, and 胡智勇. "Placing China's state-owned enterprises: firm, region and the geography of production." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2007. http://hub.hku.hk/bib/B38208799.

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24

So, Cheung-kwai Peter. "Investing in state-owned enterprises in the PRC : a case study approach /." Hong Kong : University of Hong Kong, 1994. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19672329.

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25

Tsao, Chen. "Human resource practices of Chinese state-owned organizations in Guangdong (empirical study)." Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636669.

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26

Xu, Jian, and 許儉. "Managerial communication within a Chinese state-owned enterprise in a period of transition." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31220162.

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27

蘇長貴 and Cheung-kwai Peter So. "Investing in state-owned enterprises in the PRC: a case study approach." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B31266198.

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28

Eriksson, Erika. "Sustaining future business growth: a qualitative study of diversity management in a Swedish state-owned company." Thesis, Uppsala universitet, Institutionen för geovetenskaper, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-295723.

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Due to large influx of migrants along with a declining rate of native Swedes in working age, corporations are devoting more time and resources for diversity management today. While much attention has been directed towards the gender equality aspect of diversity, less attention has been given to the management of employees with diverse ethnicities and/or nationalities, hence the cultural aspect of diversity. This qualitative case study aims to contribute to the research field on diversity management in Swedish businesses in general but more specifically how the Swedish state-owned company Svevia is working with cultural diversity, identified as a strategic premise in order to assure future business survival. Through semi-structured interviews with employees at all organizational levels, a thorough understanding has been achieved of how Svevia works with diversity management and how the organizational culture allows for cultural diversity to thrive. A range of theoretical perspectives are combined in the for this study established conceptual framework, a framework which has enabled this study to provide an understanding of how an organization as a whole system, and not just fragments of organization, operationalize diversity management. Focus was given to study the processes that underlie the translation towards an intended more diverse workforce and the shape this process takes within the company. The results show that the processes through which information is being transferred within the organization, allowing for a flexibility that enables the company to evolve influenced by society’s constantly shifting demands. Svevia’s management efforts in the area of cultural diversity is not as well developed as that of gender equality. This, in a combination with a rather fragmented organizational culture indicates that there is still room for improvement regarding Svevia’s work with cultural diversity. Svevia, continues to be rather homogenous when it comes to the composition of its workforce, not reflecting the society in which they operate even though measures have been taken. However, if the increased commitment for cultural diversity continues, Svevia will most likely face the growth of diversity in the Swedish labor market, with more ease than companies who do not take measures to improve the organizational culture to become more including and welcoming.
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29

Wu, Shuang. "Workers' everyday lives and the transformation of China's post-reform state-owned enterprises." HKBU Institutional Repository, 2020. https://repository.hkbu.edu.hk/etd_oa/753.

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The interweaving of China's "reform and opening-up" policy of 1978 with globalisation has shifted the landscape of Chinese economic geographies (CEGs). With influential economic, social, and ideological functions, state-owned enterprises (SOEs) vividly illustrate the multiple political economic, geographic, and socio-cultural dimensions of these changes. Regions with concentrations of SOEs have been particularly impacted. This includes North East (NE) China, which historically held the highest proportion of employment in SOEs and has witnessed the closure of many SOEs and regional decline. Explanations of these changes emphasise the structural and institutional mechanisms of reform under globalisation. I argue this extensive literature regards workers as passive factors of production and limits discussions of space and time. Drawing on scholarship on Global Production Networks (GPNs) and Assemblages, I propose a new conceptual framework that positions the everyday life of each worker at the heart of SOE transformation. My central research question is: "how are workers" everyday lives implicated in SOE transformation?" I explore this by re-reading transformation as the coming together of reform under globalisation with the lived experiences, practices, and affective encounters of workers' everyday lives. The novelty of this framework leads me to sketch three general research propositions rather than setting formal hypotheses. I address the research question and demonstrate my framework by using qualitative research methods and building grounded theory. To explore the differentiated ways in which SOEs are transforming, I studied 13 SOEs from three major cities of NE (Harbin, Changchun, and Shenyang). A three-phase research design was deployed. I completed 62 individual and 8 group interviews. To increase the reliability and replicability of the results, I triangulated data by considering in-depth interviews, public policy documents, internet forums, movies and magazines, and on-site field observation. The empirical findings are presented in three chapters which depict, respectively, the lived experiences, practices, and affective encounters of everyday life. First, I explore workers' lived experiences of social relations in the context of reform and their link to specific spatial arrangements. I characterise interdependent social relations and spatial arrangements constitute the socio-spatial formations. The next chapter further explores workers' mobile and immobile practices and the changing meanings of time and space of SOE socio-spatial formation. Third, I describe how encounters and affects give rise to intensity of feelings which reproduces practice and impacts the SOE socio-spatial formation. In a nutshell, understanding SOEs as socio-spatial formations implies that transformation is not "meted out" by a state or abstract market force but an "always already present"process of mutual constitution of lived experiences, practices, and affective encounters in everyday life. Overall, my thesis expands economic geographic knowledge by highlighting the ongoing and processual nature of space and time and, more specifically, by valorising worker agency. I reflect on implications for CEG to combine with cultural and social geographies. I conclude by calling for an ontological shift of focusing on the emergence and contingency of CEGs.
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30

Nyewe, Papomile Mphathi. "Design of a framework for implementing strategic foresight at South African state owned enterprises." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/18163.

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Thesis (MPhil)--Stellenbosch University, 2011.
In many spheres of life, humanity is finally coming to terms with the fact that our world has changed beyond the limits of our industrial-era ways of thinking. Linear and reductionist approaches to strategy and problem-solving are no longer sufficient for dealing with the realities of our modern world, which are characterised by the certainty of change; not least of all due to technological change and environmental factors such as resource scarcity and global warming. Some of the changes that humanity has experienced include; • Uncertainty about the magnitude and direction of the changes; • Difficulty of visualising contexts and options in an increasingly complex environment, where many of the parts are interdependent, and where the knowledge requirements increasingly transcend traditional disciplines; • Serious and possibly irrevocable consequences of errors in decision-making; • The ability of humanity to adapt and respond to change. Living in sustainable harmony with itself and the biosphere requires that we use systems thinking to mediate between the need for action and the awareness of complexity. These aspects require that we adopt a continuous and adaptive mode of strategy and development, enabling us to shape a better future. As South Africa enters its sixteenth year of democracy, the challenges of unemployment, scarcity of critical skills, a poor education system, growing crime levels and perennial poverty, continue to confront both the state and civil society alike. This study seeks to map the South African government’s long-term and short-term planning frameworks that guide the planning processes and timeframes for all government departments. While the purpose is to determine the long-term planning methodologies and techniques of both Development Finance Institutions (DFIs) and State Owned Enterprises (SOEs), these are informed by the response to the national government planning frameworks, such as the Medium-Term Strategic Framework (MTSF) and the Medium Term Expenditure Framework (MTEF). The National Planning Commission was established specifically to perform the long-term planning function of government. It is against this background that the researcher examines the long-term planning processes and methodologies of selected DFIs and SOEs, using the Environmental Scanning and Literature Review methodologies. Environmental scanning and literature review methodologies were used to gain a high-level understanding of the long-term planning processes of the national government. A literature review of current and previous long-term planning processes using scenario planning (by Eskom and the CSIR) and foresight (by the CSIR) have provided an indication that, although long-term planning is a desired goal, it is not widely practiced and where it is practiced the results and related impacts are not yet known. A survey of selected SOEs and DFIs was conducted to determine the nature and extent of long range planning undertaken by each of these bodies, as well as the methodologies that were used. The aim was to determine whether foresight tools such as systems thinking and/or scenario planning have been used in the past and what results have been achieved. Without this information, it would not be possible to identify the gaps that exist in the longterm planning frameworks of these entities. The results of the survey revealed that the concept of long-term planning using methodologies such as foresight, scenario planning and systems thinking does not enjoy wide awareness amongst the SOEs, who reported that they do not engage in long-term planning. The study concludes that a need exists for a formal well structured framework for the use of scenario planning and systems thinking as part of the foresight long-term planning methodology in South Africa’s state-owned enterprises. An ideal framework for the introduction and use of long-term planning methodologies is needed in order to seek an answer to the following question: what combination of thinking and planning tools, drawn from Foresight, Scenario Planning and systems thinking could be brought together to create and ideal framework for the introduction and use of long-term planning methodologies at state-owned-enterprises? The study proposes a Six Phase – Foresight and Scenario Planning Framework for longterm planning. This proposed new framework suggests the use of foresight tools such scenario planning and systems thinking. Exposure by the author to multiple foresight driven processes served to provide real life experiences of the potency of the use of these tools in combination during the different phases of the proposed framework. In using the proposed framework, executives at SOEs and DFIs should be able to cope with planning in an environment of uncertainty, while carrying the stakeholders along with them on the journey. The six phases of the process have, in the experience of the researcher, offered tangible benefits to a variety of institutions during the past three years. More than any other benefits, foresight loses its mystic and it becomes easy and accessible to everyone. Action planning, flowing from the foresight process becomes a genuine exercise that impacts on the short to medium term strategic planning taking into account the probable effects of emerging trends, driving forces and likely breakthroughs that leaders in SOEs and DFIs can bring about as they strive to create their preferred future.
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31

Gulliver, Ian AH. "Going Out: Successes and Failures of Chinese State-owned Enterprises in Foreign Markets." Scholarship @ Claremont, 2014. http://scholarship.claremont.edu/cmc_theses/893.

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China’s State-owned Enterprises are important actors in China’s foreign policy arsenal. In the last decade, these massive companies began an international expansion unlike anything seen before on Earth. Going into developing nations, these companies undertake massive infrastructure and development projects in countries that most western nations have written off. This paper examines the success and failure of SOEs when they go abroad employing three case studies from the past decade, the Mes Aynak copper mine in Afghanistan, the Sicomines infrastructure and copper project in the Congo, and the COVEC highway project in Poland. The projects are then analyzed to determine the strengths and weaknesses of SOEs and comments on whether or not they are successful tools of diplomacy in our contemporary globalized world.
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32

Fary, Akmal Osman. "THE DYNAMICS OF STATE-OWNED ENTERPRISE（SOE):A CASE STUDY OF JOHOR CORPORATION MALAYSIA,1970-2014." Kyoto University, 2017. http://hdl.handle.net/2433/227575.

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33

楊學和 and Hok-wo Henry Yeung. "A comparative study of state-owned enterprises in the People's Republic of China and in Taiwan." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B42574882.

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Ming, Yu, and 明玉. "The reforms of China's state owned enterprises: a comparative study of Guangdong and Liaoning provinces,1997-2002." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2003. http://hub.hku.hk/bib/B26670069.

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35

Pu, Cheng-Chiu, and n/a. "POLITICAL DEMOCRACY AND PUBLIC ENTERPRISE MANAGEMENT: A STUDY OF TAIWAN'S STATE-OWNED ENTERPRISES." University of Canberra. Business and Government, 2007. http://erl.canberra.edu.au./public/adt-AUC20081024.110804.

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This thesis is a study of why and how an authority model of managing state-owned enterprises has remained popular in Taiwan through the past two decades. The subject was chosen because it has to date, been a neglected subject in the literature on Taiwan, even though it is significant to any serious examination of Taiwan's continuing political development and the government's approach to governance. Taiwan has experienced three major milestones of political democratisation over the period, each greatly enhancing the democratic characteristics of the state and also reflecting a degree of absorption of global political and economic pressures. Taiwan's political democratisation has been widely discussed in recent years, but not much attention has been paid to the effect of the political changes on its public sector management. The discussions have simply speculated that the Taiwanese government no longer uses the authoritarian way of governing the country, in keeping with its promotion of democratic development. However, this research clearly indicates that the change of political regime from the previous Kuomintang (KMT) to the Democratic Progressive Party (DPP) has not meant any significant change in the way state-owned enterprises are managed. The approach of the DPP government resembles that of the KMT government in that it continues with an authoritarian way of managing state-owned enterprises, despite the party's long established commitment to a democratic way. In other words, this huge change has not meant state-owned enterprises are any better placed than they were previously in terms of having a greater degree of enterprise management autonomy. This research also shows that Taiwanese governments, regardless of which of the two parties is in power, manipulate state-owned enterprise management using the enterprises as a major means of achieving multiple political objectives. In particular, it has become almost endemic in Taiwan's politics that the ruling party manipulates state-owned enterprise management in order to win political elections and protect its political position. In this sense, it has become evident that the democratic way of governance has still not been used within this part of the government yet.
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36

Guo, Kaijun. "Strategy for organisational change in state-owned commercial banks in China : a developing organisational development view." Thesis, Liverpool John Moores University, 2006. http://researchonline.ljmu.ac.uk/5789/.

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37

Liu, Shuang. "Communication and organizational culture : a case study of two state-owned enterprises in China." HKBU Institutional Repository, 1999. http://repository.hkbu.edu.hk/etd_ra/132.

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Bafoday, Camara, and Cousin Uwizeyimana Samuel. "The Role of Controllers in State-Owned Enterprises (SOEs) in developing countries. : An exploratory qualitative study of the role of Controllers in a State-Owned Enterprises (SOEs) in developing countries, in Gambia and Rwanda." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-184520.

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Purpose: The main purpose of this research is to do an exploratory study on the role of controllers in state-owned enterprises in developing countries, specifically in Gambia and Rwanda. The study aims also at identifying challenges that controllers are facing and how they manage them and also showing the key differences between controllers in State-owned enterprises (SOEs) and private enterprises. Theoretical foundation: Theories we used in this research are based on previous literature and research done by previous scholars and publishers who wrote on controllers' roles, control systems, SOEs, private enterprises and developing countries. From the literature that authors read, they were able to find the research gap and construct research questions. Methodology: The authors of this thesis adopted a qualitative research method based on exploratory research approach. Data collection method adopted is a semi-structured interview with people holding controller positions of SOEs and private enterprises in Gambia and Rwanda. Conducting these interviews was aimed at collecting enough information and data that can be analysed in order to get a deeper understanding of the role of controllers in SOEs of developing countries. Data collected were analysed and interpreted through thematic analysis that helped the authors to identify key areas of discussions. Empirical findings: The empirical results were generated from the interviews conducted with eleven controllers from Gambia and Rwanda. These findings were discussed in connection to the literature at the same time answering the research questions and fulfilling the purpose of this research. The research findings show that controllers in SOEs have a series of challenges, among them corporate governance challenges and undue political interference, how controllers mitigate their challenges, by adhering to their financial and procedure manual. The findings provide that controllerin the private sector are more into profit than controllers in SOEs
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39

Masekoameng, Ramadimetja Catherine. "Evaluating the effectiveness of financial management in state owned enterprises:a case of Limpopo Economic Development Agency." Thesis, University of Limpopo, 2016. http://hdl.handle.net/10386/1964.

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Leung, Wai-ki Keith. "A study on the economic and political consequences of the China state owned enterprises reform /." Hong Kong : University of Hong Kong, 1999. http://sunzi.lib.hku.hk/hkuto/record.jsp?B20733963.

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41

Zhang, Yinfang. "The impact of the post-1993 economic reforms on Chinese state-owned enterprises : evidence from the electronics industry." Thesis, Aston University, 2002. http://publications.aston.ac.uk/10749/.

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This thesis tries to assess the impact of the reforms after 1993, especially the so-called Modern Enterprise System, on the behaviour and management practices of state firms. The central research question is whether the new rounds of economic reform have changed state firms into commercial entities operating according to market signals, as intended. In order to explore this question, an institutional approach is employed. More specifically, the thesis examines how the behaviour and management practices of state enterprises have changed with changes in the institutional environmental resulting from the introduction of new reform measures and especially the MES. The main evidence used in this research comes from the Chinese electronics industry (CEI). Non-state firms, namely collectives and joint ventures, are involved in the study to provide a benchmark against which changes in the behaviour of state firms in the mid and late 1990s are compared. A comparative statistical analysis shows that state-owned firms, both traditional and corporatised ones, still lag behind collectives and joint ventures in terms of both labour and total factor productivity. The further empirical work of this research consists of a questionnaire survey and case studies that are based on interviews with senior managers of 17 firms in the CEI. The findings of these analyses suggest that there has been little fundamental change in the behaviour pattern of state firms in the 1990s, despite the introduction of the Modern Enterprise System, and that the economic reforms after 1993 so far seem to have failed to transform the state firms into commercial entities operating according to market signals.
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42

Wang, Zhenning. "Politically motivated overseas mergers and acquisitions and stock market reactions : evidence from Chinese central state-owned business groups." Thesis, University of Nottingham, 2017. http://eprints.nottingham.ac.uk/45224/.

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Modern corporate governance is most characterized by management, board of directors, shareholders’ meeting, and supervision committee board. However, by investigating functions of the Party Committee, a dominant corporate governance power over modern corporate governance in Chinese central state-owned business groups (CSOBGs) , this thesis explains how Chinese CSOBGs are governed and intervened by Chinese central government and CPC at micro-level, and to what extent and under what situations political events and cadre bureaucratic system intensify the misalignment of interests between agents and principals, and how such corporate governance structure affects SOEs’ investment decisions and investment efficiency. I find that the Party Committee embeds Chinese CSOBGs’ leading executives in Chinese cadre bureaucratic system. Executives’ intention to advancement within the cadre bureaucratic system motivates the political-driven out-bound mergers and acquisitions by Chinese CSOBGs especially during critical political periods around NCCPC . I document a strong positive correlation between the promotion of leading executives of Chinese CSOBGs and the incidence of out-bound mergers and acquisitions during their tenure, and a significant negative 1-year post-acquisition performance. Furthermore, such corporate governance practice exacerbates the misalignment of the interests between non-listed Chinese CSOBGs and their listed subsidiaries, resulting in high leveraged parent tunneling from their listed subsidiaries. I report a statistically significant negative cumulative abnormal return of CSOBGs’ subsidiaries responding to these politically motivated transactions. The negative cumulative abnormal return of listed group affiliates is elucidated by critical political period, subsidiaries’ separation of ownership and control, liquidity, and parent’s leverage. I present that when CSOBGs first declare their proposals of their out-bound mergers and acquisitions, market only responds positively to their subsidiaries that are enjoying greater separation. However, the critical political periods, sensitive investment timing related to executives’ political promotion, wipes the positive influence out. With the worry of group’s tunneling, for subsidiaries with strong liquidity but a highly leveraged parent, the short-term event-driven stock performance is significantly negative. Last, consistent with previous literature, this study provides the evidence that during hot political periods, SOEs and politicians suppress negative information and disclose after the hot political periods. A significant relation between the count of news articles 3 months ahead the announcement and the short-term stock market return of out-bound mergers and acquisitions by CSOBGs is reported. Further more, stock market reactions to these news articles diverse to different political periods. I find the stock return within the event windows is negatively correlated to the news’ sentiment during the hot political periods. It indicates that the market discounts the news’ sentiment even takes them in the opposite way during the hot political periods.
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Yip, Ying-ying Lana. "How will the Asia economic turmoil affect the newly introduced privatization plan for state owned enterprises in PRC? /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19916838.

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44

梁惠祺 and Wai-ki Keith Leung. "A study on the economic and political consequences of the China state owned enterprises reform." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31269552.

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45

Ho, Pui-king, and 何佩琼. "Market socialism in China: the case of middlemanagement in small-sized state-owned enterprises in Shenzhen." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2003. http://hub.hku.hk/bib/B31245389.

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46

Mabasa, Tabea Regina. "Relationship between leadership styles employee commitment and business performance : a study of black top managers in state-owned enterprises." Thesis, University of Pretoria, 2009. http://hdl.handle.net/2263/67781.

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The aim of this study is to investigate the relationship between the leadership styles of black top managers, employee commitment and business performance in state-owned enterprises. With the transformation policies implemented in a post-democratic South Africa, the appointment of black managers into top management positions, in state-owned South African organisations, came with negative connotations and stereotypes attached to African leadership. These connotations have led to a concern about the ability of black managers to provide effective leadership in organisations. Whilst it is critical to appreciate that the business performance of an organisation is influenced by a cocktail of factors, indeed, leadership capability is often primarily questioned when strategic objectives are not achieved. It is for these reasons that the objective of this study sought to identify the prevalent leadership styles displayed by black top managers and to determine if these styles have any association with employee commitment and the business performance of State-owned Enterprises (SOEs). The study also explored the possible role of span of control in moderating the relationship between leadership styles and employee commitment. The study is grounded on the positivism philosophy. A deductive approach was employed to formulate the hypotheses so as to respond to the objectives of this study. A non-probability sampling method, specifically the judgemental sampling technique, was used to select black top managers in the SOEs. A survey method was employed to collect primary data in a cross-sectional manner from 232 direct reports of 38 black top managers in the state-owned enterprises in South Africa. The information collected was complemented by secondary data about the span of control of black top managers and the business performance of their units. Statistical analysis of collected data revealed that respondents perceived black top managers to predominantly display a transformational leadership style coupled with a contingent reward facet of the transactional leadership style. It was also observed that the transformational leadership style displayed a relationship with the affective commitment of employees. The study also found that as the span of control increases, the management by exception (Active) facet of transactional leadership style moderates the relationship between leadership style and organisational commitment. The findings of this study contribute to the building of a body of knowledge on African leadership within the context of management literature. This is owing to the fact that it provides invaluable insight to the leadership behaviour displayed by black top managers in SOEs within a South African context. While caution on attempts to generalise the study’s findings is necessary, in the studied population, top managers in South African SOEs and indeed their organisations may benefit from displaying a transformational leadership style as it lends itself to employee commitment. Further, the study also provides insights on moderating effect that span of control has in the mix of leadership style and employee commitment. The study contributes to theory and practice in the territory of leadership in an African context by highlighting the predominant usage of the transformational leadership style among black top CEOs in SOEs in South Africa, perhaps owing to the societal premium placed on the unique Ubuntu notion in South Africa. Besides this, the study also empirically demonstrates the link between the Management by Exception facet of the transactional leadership style and the affective commitment of employees. The implication of this finding is that black top managers SOEs that invest in the development practices coincident, particularly when spans of control are high, can engender levels of commitment in their employees that would prove beneficial to the organisation.
Business Management
PhD
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47

Ying, Yvonne Wang Yuen. "Transition of a third front enterprise : guannian-based development strategy and ningjuli-emphasized collective transition in China's state-owned enterprises." Thesis, University of Oxford, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.249887.

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48

Shen, Liang. "Corporate financial management in the internationalization of China's state-owned enterprises : the case of CNOOC." Thesis, University of Macau, 2005. http://umaclib3.umac.mo/record=b1636251.

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49

葉盈盈 and Ying-ying Lana Yip. "How will the Asia economic turmoil affect the newly introduced privatization plan for state owned enterprises in PRC?" Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31269527.

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50

Hu, Fang. "Top management turnover, firm performance and corporate governance in political economy : evidence from China's listed state-owned enterprises /." access full-text access abstract and table of contents, 2009. http://libweb.cityu.edu.hk/cgi-bin/ezdb/thesis.pl?phd-ac-b23749933f.pdf.

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Thesis (Ph.D.)--City University of Hong Kong, 2009.
"Submitted to the Department of Accountancy in partial fulfillment of the requirements for the degree of Doctor of Philosophy." Includes bibliographical references (leaves 75-85)
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