State vs. market in search of good governance: The case of Sri Lanka telecommunications industry reforms

Abstract

This research investigates the relationship between the state and the market under independent regulation that accompanied telecommunications‐sector reforms in Sri Lanka. It assesses whether the telecommunications regulator has been functioning in line with market principles. Building on the findings of an exploratory study undertaken for a doctoral degree in 2006–07, the study finds that the regulator has been performing under a plethora of constraints: institutionally, politically, legally, and socially. Institutionally, the regulator is affected by its own internal problems, a lack of capability and capacity, and a complexity created by the other agencies. Politicians have become exceptionally powerful, affecting every function of the regulator. Legal provisions have proven inadequate. Socially, regulatory functions are affected, causing delays. It is important to highlight the fact that these are interconnected; one creates or influences another. The findings suggest that the environment in which the regulator operates affects the credibility and effectiveness of a regulatory framework. The authors, with their extensive expertise, argue that such blockages could be overcome through various measures proposed in the conclusion. © 2010 Wiley Periodicals, Inc.

Self, follower, organization and the context – a cross cultural view of authentic leadership

“…Stories of our study leaders clearly highlight the relevance of contextual knowledge for authentic leadershipbecause their actions, behavior and values are guided by the context and the situation in which these leaders operate. We found our study leaders to be contextually aware and deliberately unconventional in fighting the traditional organizational systems (Khilji and Rao, 2013;Balasooriya et al, 2010;Khilji and Wang, 2006;Subedit, 2006) with the purpose of developing authentic cultures and providing "leadership by example" for their followers' well-being and development. So powerful was the influence of the local context that they had drawn their personal self-view and follower development focus from this awareness.…”

“…As mentioned previously, many South Asian organizations have hierarchical structures and archaic leadership styles (Khilji and Rao, 2013;Balasooriya et al, 2010;Khilji and Wang, 2006;Subedit, 2006). All of the leaders spoke of the needed cultural change within their organizations.…”

“…These paradoxes pose conflicting demands upon leaders in South Asia that are often more challenging than those faced by leaders in the west (Cappelli et al, 2010;Khilji, 2002Khilji, , 2004Sinha et al, 2002). Collective evidence from South Asian organizations indicates (generally) a lack of visionary leadership (Balasooriya et al, 2010;Khilji and Wang, 2006;Subedit, 2006), which several authors have referred to as the leadership deficit (Khan, 2014;National Post, 2014;Sardesai, 2013). Given its resource constrained and complex environment, Power (2011) has argued that South Asia (India and Pakistan) may be the ideal training ground for global leaders.…”

The Prospect of Infrastructure Public‐Private Partnerships in Kuwait, Saudi Arabia, and Qatar: Transforming Challenges into Opportunities

“…The intricate networks linking actors from the public and private sectors that operate with competing, and often conflicting, interests require “a strong democratic state using its financial, institutional, or legislative muscle to level the playing field for all partners by regulating unequal power relationships” (Miraftab, , p. 93; see also Balasooriya, Alam, & Coghill, ).…”