Strategic Apex Configurations in State-Owned Enterprises

Abstract

This paper suggests that four contextual variables shape the state-owned enterprise (SOE)-government relationship: the SOE's development of a technical core, the SOE's financial self-sufficiency, the structure of government supervision over the SOE, and the agreement on rules of the political game among external groups The relationship life cycle is then linked to five configurations of top management in SOEs, which differ in composition and structure, performance criteria, and critical tasks.