Managerial Autonomy of State-Owned Enterprises: Determining Factors

Lioukas, Spyros; Bourantas, Dimitris; Papadakis, Vagelis G.

doi:10.1287/orsc.4.4.645

Cited by 115 publications

(115 citation statements)

References 45 publications

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“…Die einzige, dem Autor bekannte, multivariate Studie zur Managementautonomie in öf-fentlichen Unternehmen stammt aus dem Jahr 1993 (Lioukas et al 1993). In dieser Studie sind es vor allem finanzieller Misserfolg und die Kapitalausstattung der griechischen Staatsunternehmen, die die verschiedenen Autonomiebereiche einschränken (Lioukas et al 1993: 656ff.).…”

Section: Oftmals Wird Den Ausgegliederten Organisationen Eine Fehlendunclassified

“…Die Rechtsform der Unternehmen bleibt unberücksichtigt. Auch für die spezifische Branche der Unternehmen wird bei Lioukas et al (1993) nicht kontrolliert, lediglich soziale Unternehmen werden mit einer speziellen Codierung versehen. Weitere internationale Studien zur Autonomie konzentrieren sich vorwiegend auf wenige Staatsunternehmen (Huber 2012) oder auf öffentliche Unternehmen in sozialistisch geprägten Schwellenländern (Hellman und Schankerman 2000;Wong et al 2004;Chang und Wong 2004;Cheng et al 2006;Chan 2009 …”

Section: Oftmals Wird Den Ausgegliederten Organisationen Eine Fehlendunclassified

“…Das Untersuchungsziel der vorliegenden Forschungsarbeit besteht darin, Flexibilisierungstendenzen in mehrheitlich kommunalen Unternehmen zu identifizieren und hierfür Erklärungsfaktoren zu identifizieren (Lioukas et al 1993;Verhoest et al 2010;Bach 2014). Dabei soll die vorliegende Untersuchung erstmals nicht nur formelle, sondern auch informelle Aspekte berücksichtigen, die in den bisherigen, großflächigen Studien zur Public Corporate Governance (Reddy et al 2011;Almquist et al 2013;EnnserJedenastik 2013;Papenfuß 2013a;Lenk et al 2013) weitgehend ausgeblendet wurden.…”

Section: Flexibilisierungstendenzen Im Rahmen Von Corporatisation Prounclassified

“…Control means having power over and it can involve very proactive means of directing conduct" (Bovens 2007: 454). Die Begriffe Steuerung und Accountability können somit nicht synonym verwendet werden, wenngleich alle Accountability Beziehungen immer einen Steuerungsaspekt beinhalten (Bovens 2007 Organisation (Geringer und Hebert 1989;Lioukas et al 1993;Laegreid et al 2008;Verhoest et al 2010). Anders als bei der Formalautonomie, die die rechtlichen Aspekte in den Vordergrund stellt, wird diese Einschätzung von Befragten in den Organsationseinheiten vorgenommen und kann sich im Zeitablauf verändern (Verhoest et al 2004;Olsen 2009).…”

Section: Aus Diesem Grund Wählt Der Autor Für Diese Studie Einen Theounclassified

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Erklärungsfaktoren für die Managementautonomie in kommunalen Mehrheitsbeteiligungen

Krause¹

2017

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Section: Oftmals Wird Den Ausgegliederten Organisationen Eine Fehlendunclassified

Section: Flexibilisierungstendenzen Im Rahmen Von Corporatisation Prounclassified

Section: Aus Diesem Grund Wählt Der Autor Für Diese Studie Einen Theounclassified

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Erklärungsfaktoren für die Managementautonomie in kommunalen Mehrheitsbeteiligungen

Krause¹

2017

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“…The pressures and the constraints arising from different institutional levels, with diverse goals and service expectation, could render a top management intervention more complicated. These pressures, often pushing toward conflicting goals, are legitimized by ownership relations, asymmetric exchange of resources [4] and contracts. Eventually, such governance implies an administrative fragmentation that is depriving both the political and administrative bodies of levers of control and information, raising questions of accountability and capacity [5].…”

Section: Introductionmentioning

confidence: 99%

Dealing with Multi-Level Governance and Wicked Problems in Urban Transportation Systems: The Case of Palermo Municipality

Noto

Bianchi

2015

Systems

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Italian New Public Management (NPM) has been mainly characterized by a political orientation toward power decentralization to local governments and privatization of public companies. Nowadays, local utilities in Italy are often run by joint stock companies controlled by public agencies such as Regional and Municipal Administrations. Due to this transformation, these companies must comply with a set of diverse expectations coming from a wide range of stakeholders, related to their financial, competitive and social performance. Such fragmented governance increases the presence of "wicked" problems in the decision-making sphere of these entities. Given this multi-level governance structure, how do these agents influence public services performance? In recent years, coordination and inter-institutional joint action have been identified as possible approaches for dealing with governance fragmentation and wicked problems deriving from it. How can we adapt a performance management perspective in order to help us reform the system and so have a better collaboration between the stakeholders involved? In order to address and discuss these research questions, a case study will be developed. The case concerns AMAT, the local utility providing the public transportation service in the Municipality of Palermo (Italy). The result of this study is a dynamic model including a set of performance indicators that help us in understanding the impact of the governing structure on the system's performance. OPEN ACCESSSystems 2015, 3 63

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Strategic decision-making processes: the role of management and context

1998

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This paper investigates the relationship between the process of strategic decision‐making and management and contextual factors. First, drawing on a sample of strategic decisions, it analyzes the process through which they are taken, into seven dimensions: comprehensiveness/rationality, financial reporting, rule formalization, hierarchical decentralization, lateral communication, politicization, problem‐solving dissension. Second, these process dimensions are related to (1) decision‐specific characteristics, both perceived characteristics and objective typologies of strategic decisions, (2) top management characteristics, and (3) contextual factors referring to external corporate environment and internal firm characteristics. Overall, the results support the view that strategic decision processes are shaped by a multiplicity of factors, in all these categories. But the most striking finding is that decision‐specific characteristics appear to have the most important influence on the strategic decision‐making process, as decisions with different decision‐specific characteristics are handled through different processes. The evident dominance of decision‐specific characteristics over management and contextual factors enriches the traditional ‘external control’ vs. ‘strategic choice’ debate in the area of strategic management. An interpretation of results is attempted and policy implications are derived. © 1998 John Wiley & Sons, Ltd.

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Managerial Autonomy of State-Owned Enterprises: Determining Factors

Cited by 115 publications

References 45 publications

Erklärungsfaktoren für die Managementautonomie in kommunalen Mehrheitsbeteiligungen

Erklärungsfaktoren für die Managementautonomie in kommunalen Mehrheitsbeteiligungen

Dealing with Multi-Level Governance and Wicked Problems in Urban Transportation Systems: The Case of Palermo Municipality

Strategic decision-making processes: the role of management and context

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