Board composition, political connections, and performance in state-owned enterprises

State-Owned Enterprises and Corporate Governance Strength: Evidence from Indonesia

Background: This study investigates whether state-owned enterprises (SOEs) in Indonesia implement stronger corporate governance than do non-SOEs. It can be argued that as a large dedicated institutional investor, the Indonesian government has an incentive to strengthen corporate governance in SOEs and possesses the ability to bear the cost of implementing stronger governance. Research Methods: ...

Slack and the performance of state-owned enterprises

Organizational slack has been recognized as critical to firm performance, although its impact is not always positive. Slack may be used to fuel innovation or alternatively excess resources may be squandered on pet projects. However, most research on slack is rooted in studying private firms in developed economies, especially the United States. Whether prior research on organizational slack can ...

Why Performance Contracts for State-Owned Enterprises Haven’t Worked

Written contracts between governments and state enterprises have been widely used in World Bank projects since the first Bank operation supporting performance contracts, a 1975 operation in Senegal. A Bank survey of developing countries found 565 such contracts in thirty-two countries, and another 103,000 in China as of June 1994 (World Bank 1995). Although these performance contracts go by dif...

Employee Retention in Chinese State-Owned Enterprises

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The impact of State Ownership on Earning Quality: A Comparison Between Private-owned Enterprises and State-owned Enterprises in China