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The purpose of this paper is to provide a conceptual framework for the intermediation of state-owned enterprises (SOEs). Governments may apply different form of support with the aim of increasing corporatization and internationalization of SOEs. The paper suggests a strategy based on institutional intermediation as the more efficient to drive corporatization and internationalization.

The research selected cases concerning SOEs in different industries in Europe in search of recurrences from a novel theoretical perspective. Among them, a case study concerning the Italian Space Agency explores the development of an institutional intermediary.

Government supports to SOEs appear in different forms and contribute to different results. A typology of the most recurrent forms shows three different types of actions governments have taken to support internationalization of firms. Intermediation seems the most suitable to trigger corporatization and internationalization.

The study explores institutional intermediaries as a novel supporting strategy for governments. It proposes a novel concept based upon a single case study. Further research needs to test and verify the institutional intermediaries’ impact drawing on a larger sample and different contexts.

So far, few attempts have linked corporatization to globalization. The paper tries to fill this gap between corporatization and internationalization of SOEs. Its value is the provision of a novel view that includes institutional intermediaries as instrumental to governments’ strategy that aims to bridge the two components.

State‐owned enterprises (SOEs) have been described as being inefficient and losing money. The theories pretend that private property rights will solve the problem. In practice, SOEs are reorganized to follow the model of the private firm, a period known as the public sector corporatization. One critical element of this reform is an important modification of the mission of the firm away from social and toward profitability goals. Most SOEs become profit‐seeking organizations. The objective of this study is to examine the impact of the corporatization process on the financial performance of SOEs. From the Financial Post 500, we selected the largest SOEs in Canada. For each firm, the critical year of the mandate revision has been set as the beginning of the corporatization period. We covered the years between 1976 and 1996. The performance is measured from a multi‐criteria approach including measures of profitability and productivity. The results suggest that the financial performance of SOEs improves significantly when firms are corporatized. Therefore, the main difference in the financial performance is caused by the difference in the objectives of the firm, not the property or some dubious political activities.

This paper demonstrates that the agency problems within China's stated-owned enterprises (SOE) constitute the characteristics of corporate governance. It argues that the current corporatisation of SOEs in China has not improved the performance of the corporatised SOEs because it has failed to address the critical issue of corporate governance. For China, a neo-corporatist approach of corporate governance with a two-tier board structure may have advantages over a neo-liberal approach with a single board. However, the key issue is not to adopt a fixed set of governance models to copy, but to develop its institutional environment that lead to effective corporate governance.

Australian public sector organisations are faced with their greatest challenge in decades, as public sector reforms essentially re‐examine the role of the State in the economy. These changes have led to a shift away from a traditional administrative approach of public sector organisations to one that fosters managerialism and economic rationalism, the underlying philosophies of new public management. Queensland, the Northeastern state of Australia, has experienced a period of government committed to change and reform specifically related to corporatisation and a national competition policy. Aims to address this issue.

To understand the effect of changes in budgeting, the researcher explores the processes of change over a period of time as they occur, through the use of a case study approach. The processual approach adopted for the study is consistent with old institutional economic theory, which is used to inform the findings.

It was found that indiscriminate changes to the budgeting process, together with the introduction of a transfer pricing system, caused considerable resistance. Streamlining was introduced late in the study, which, for the most part, despite the embeddedness of the earlier system, overcame many of the obstacles identified with relation to the budgeting process, while the conflict as a result of the transfer pricing system remained an unresolved and thorny issue.

The implications for organisational change management suggest the consideration of embedded institutions within an organisation, while determining the processes and directions of change. The implications for reform setters and the Queensland electricity supply industry are such that the short‐term goal of cost‐efficiency may not necessarily be in the best interest of the overall long‐term benefits to the community.

This paper aims to fill the noticeably fragmented zakat literature repertoire by empirically exploring stakeholders’ views toward zakat management performance issues based on a selected zakat institution (ZI) operating on a corporatized platform with corporate administrative style.

A quantitative approach using a questionnaire survey distributed to Muslims in the State which ZI is operating was adopted. A total of 448 usable responses are used in the analysis covering descriptive and mean difference.

The results indicate that managerial reform configuration in terms of corporatization has been viewed positively by stakeholders, translated into a comforting agreement score toward ZI’s improved management performance (collection, disbursement and reporting). Such perceptions are, however, observably sensitive to demographic factors of gender and employment type. The survey also document evidence that the corporatization exercise itself had improved respondents’ confidence toward ZI being the zakat administrator in the State.

The research contributes to the public policy debate with respect to corporatized ZI’s management performance from the stakeholders’ perspective. The results are arguably informative at various levels, forming a basis for reality check and policy inputs for various stakeholders, including (but not limited to) the ZI itself, zakat payers and asnafs, particularly in designing relevant and necessary administrative strategies and relevant policy formulation in addressing the performance and accountability issues in ZIs.

The purpose of this paper is to examine differences in corporate social responsibility (CSR) reporting on the websites of football clubs based in five European countries with different levels of football corporatisation.

The study examines CSR reporting on the internet by football clubs based in five European countries. Multiple regression analysis is used to analyse some factors which influence reporting and test a set of hypotheses.

The findings suggest that clubs from countries in which the level of corporatisation is higher disclose more CSR information. Also, clubs with higher public visibility disclose a higher variety of CSR information.

This study adds to the scarce research on CSR reporting in professional sports leagues by providing new empirical data and by extending prior research comparing such practices within different international frameworks of CSR.

The purpose of this paper is to examine the most interesting research question of the past decade – What Lures the Bears? Leveraging the public sector management and international business strategy literature, the paper first presents an overview of the transformational dynamics of state-owned enterprises (SOEs) in three major phases – institutionalization, privatization, and corporatization, and internationalization. Then, it analyzes geographic patterns and industry trends of the outward foreign direct investment (FDI) projects announced by SOEs over an eight-year period.

Grounded in the exploratory research such as inductive and deductive logic, the study proposes theoretical constructs, and discusses several findings based on the data accessed from highly cited archival sources, such as the UNCTAD FDI stat/WIRs, the World Development Indicators, Doing Business Report, Global Competitiveness Report, the Index of Economic Freedom, the Academic Ranking of World Universities, and the Fortune Global 500.

Based on an analysis of global market trends (a sample of over 20 countries and five industries), the study highlights that SOEs from Asia and Europe have been greatly expanded into developed markets, thus to secure natural resources, to acquire strategic assets like technology, and to leverage the developed financial markets and better investment environment. Therefore, SOEs’ outward FDI strategy and overseas performance was driven by institutional transitions, resource security, home market development and government legitimacy may contribute to the competitive advantage of their home country.

The study offers several implications for the policymakers of the governments in emerging economies and bureaucratic management of SOEs. It recommends that state ownership pattern and bureaucratic system of SOEs need to be reexamined, revised, and corporatized in the changing dynamics of the multinational business environment, thus to secure resources, acquire technological know-how, and compete in home and global markets.

As a response to academic calls on the globalization, performance and governance mechanisms of SOEs in and out of emerging economies, this paper draws a unique presentation of the transformational dynamics of SOEs – establishment to internationalization.

The purpose of this paper is to explore the adoption of management accounting and control systems in the non-profit sector.

The theoretical framework of this comparative interpretative study draws on new institutional theory, especially the concepts of institutional logics and institutional work.

New accounting and management controls serve as a medium through which organizations negotiate between multiple and conflicting objectives and choose institutional logics in the organizational field.

The data comprise interviews, observations and archival data and provides a limited view on how the organizational field is structured.

The paper contributes to the accounting literature by investigating how institutional work and operating under contradictory logics explain management accounting change.

This study seeks to survey managers of an Australian government‐owned enterprise undergoing organisational change as a result of public sector reform, specifically, National Competition Policy and Corporatisation. The purpose of the study is to examine the extent/type of organisational change and leadership style adopted to implement this change.

To understand the effect of reforms, the researcher explored the extent of change and leadership style through the use of an intra‐organisational survey in a government‐owned Electricity Supply Corporation in Queensland, Australia. The instrument also included qualitative components to enable the researcher to qualify the statistical results.

Within the public sector, there is an uneasy tension between the need for a revolution of outdated bureaucracies in order to enhance flexibility and innovation, on the one hand, and the desire to maintain the standards and procedures that are necessary for quality civic service for a broad range of stakeholders, on the other. The results of this study indicate that there was significant organisational change and, according to responses, a change of leadership style indicative of this dilemma.

The implications suggest the consideration of embedded factors while determining the processes and directions of change. Furthermore, it is necessary to choose a leadership style that is indicative of the type of change to be implemented. Additionally, greater participation by organisational members can increase the success of organisational change. The limitations of the study include the measurement of organisational change and leadership style. This instrument was originally used in structured interviews; however, measures were taken to validate the instrument in its altered setting. Further, the study is confined to a single electricity organisation. Fertile fields for future research projects could include a larger quantitative study conducted with multiple states or nation‐wide electricity distribution companies.

The study provides empirical evidence of the extent of change as a result of public sector reform. In doing so the study utilises organisational change and leadership style models within a public sector environment.

Calls to attention the ways in which education has been mobilized in the service of dominant economic ideology. Looks particularly at the corporatization of Australian universities and argues that this will lead to a serious degradation of the system as a whole.