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Discusses the issue of privatization and its relationship with the government. Answers the question of who should perform certain governmental services and why they should be performed by that particular organization. Compares the privatization process in the United States and European countries. Finally explains why politicians do not resort to more private services.

There is no general theory of public enterprise, and the miscellany of separate theorizations on the subject has created a conceptual quagmire. Examines the rather confusing state of the research on public enterprise performance and behaviour. Contrary to conventional wisdom, it seems that in certain circumstances (as in the case of Singapore) public enterprise can be quite efficient, as well as an effective form of national competition.

The paper aims to present the findings of an empirical study carried out as part of an ICT (Information and Communications Technology) data‐gathering exercise that would culminate in the promulgation of a national ICT policy for Botswana. The purpose of the study is to characterize the ICT sector in terms of, among other things, the skills needs in the sector for the purpose of powering the emerging digital economy. Moreover, the study – through review of literature – extends, to cover the status of ICT skills for the digital economy both in developed and developing countries.

The study used qualitative design. Focus group discussions were used to collect data from key stakeholders in the ICT sector. The stakeholders included: ICT enterprises, Citizen Owned IT companies lobby group (CORBIT), Botswana Telecommunication Corporation, Botswana Power Corporation, business community, academia, and legal experts. Data collected were analyzed using thematic categorization. Results were presented using descriptive and narrative form.

The findings generally suggest that there is an acute global shortage of high skilled and hands‐on personnel necessary for steering the emerging digital economy in both developed and developing countries including Botswana. In addition, there is a serious skills gap for certified specialists to help develop the sophisticated applications necessary to power the digital economy and more so the applications that depend on it.

The empirical part of the study was limited to the ICT sector of the economy in Botswana. A similar study covering all sectors of the national economy will provide a complete picture of ICT skills needs for the nation and its preparedness to partake in the emerging digital economy.

ICT, particularly the internet, is having a significant impact on the operations of business enterprises and is claimed to be essential for the survival and growth of nations' economies. Botswana Government has realized the folly of depending largely on diamond mining for long‐term economic development. Consequently, it is encouraging the development of the ICT sector as a way to diversify its economy and position itself to play a leading role in the global emerging digital economy.

This study provides a framework for ICT skills development strategies that can enable countries to participate competitively in the emerging digital economy.

On November 1, 2010, the Geneva‐based International Organization for Standardization (ISO) launched ISO 26000:2010, Guidance on Social Responsibility (hereafter ISO SR international standard), a document that integrates international expertise on the concept of the social responsibility of organizations in society. The purpose of this paper is to identify and critically analyze the reasons for and against business enterprises implementing the ISO 26000 SR international standard.

This analysis identifies the following reasons for business enterprises to implement the ISO SR international standard: first, the positive image of ISO as a globally reputable and credible organization for establishing international technical standards; second, the development of an international consensus among stakeholders regarding the definition and objectives of social responsibility as it pertains to the economic, environmental, and social impacts of business enterprises on society and the natural environment; and third, as a holistic reference for a management team interested in integrating social responsibility principles into enterprise operations.

From a general business governance perspective, the ISO 26000 SR international standard is handicapped by it being too broad in scope to be useful in the context of specific industries and sectors, too costly and time‐consuming for many small and medium‐sized enterprises to implement, and, unlike most other ISO international standards, it is not a certifiable management system – therefore leading to weaknesses in assessing its efficacy.

This article provides a comprehensive and thorough analysis of the “strengths and weaknesses” of the recently published ISO 26000 SR international standard as a viable business governance document.

Focuses on the requirement for business and government enterprises to address the problems associated with managing the various types of information assets, such as electronic documents, e‐mails, sound files, digital drawings and Web content. Outlines the challenges facing executives in managing digital and physical information assets, in order to fulfil their responsibilities to customers, shareholders or the public. Suggests that information practitioners should develop a thorough understanding of the business imperatives within their organisations, and use applied methodologies to analyse critically business processes, methods and tools. This approach will mean that the various information disciplines within enterprises will have to communicate and share knowledge.

This study examines the impact of privatisation upon the accounting system of a large government trading enterprise, with particular emphasis on the capital budgeting system. A case study of a major Malaysian enterprise before and after its privatisation revealed substantial improvement of the accounting system, particularly the component of budgeting. However, several difficulties continued to be faced by the accounting department of this enterprise. For example, although accounting emerged as “visible” in the organisation, its function was confined to narrow procedural aspects of budgeting, accountability and performance appraisal. The accounting department was also seen unable to penetrate into the “values” of non‐accountant managers and professionals, such as the engineers. The discussion of the findings in this paper are extended to a consideration of the potential for Malaysian companies undergoing organisational change to emulate Japanese management accounting systems approaches.

In Australia, Government Business Enterprises (GBEs) are in the process of review so that they may eventually be run on commercial lines in a competitive environment. Some of the services that are provided, particularly by the monopolistic utilities, are non‐commercial but are required under various governments’ social policies. The GBEs that can identify and cost these community service obligations can be recompensed from the budget. The problems and benefits of the identification, costing and funding processes are discussed as well as some concerns raised by the corporatisation process.

The purpose of this paper is to provide a comprehensive review and critique of what we already know about pay systems in Chinese state‐owned enterprises, to identify the gaps in the literature and to stimulate more research in this area.

The paper first describes the policy issues at the macro‐level (government policies) in order to put micro‐level pay practices in a pertinent context. Then the paper provides a detailed review and critique on current empirical studies on pay practices in Chinese enterprises, their antecedents and consequences. Finally, the paper identifies potential research questions and provides some directions for future research.

The paper concludes from the extensive review of the current literature that the following research areas merit attention: Why do some firms pay their employees more than other firms? Why do we observe different types of internal pay structures among firms? What are the consequences of these different structures? Why is the link between pay and performance weak in some firms but strong in others? Under what conditions pay‐for‐performance enhances firm performance?

The paper is one of the most comprehensive reviews of the literature on compensation practices of Chinese companies.

The success or failure of a new business is often dependent on overcoming a series of potential barriers, eg securing sufficient financial backing, adequate and appropriate guidance and training etc. Yet, in light of the substantial growth rate of micro and small businesses, there has been little research into the experiences of potential and new business owners during the start‐up of such enterprises. To date there has been no systematic study of this group in the UK, and many questions remain unanswered. This study of micro and small business during the initialisation and formation of new venture creation (eg pre‐start‐up, 0‐6 months and 6‐12 months∥ sought to answer some of those questions. It identifies the needs of new business owners, the barriers they encounter, and the strategies they use to overcome those obstacles. The findings indicate that financial difficulties and the attitudes of banks towards new business owners are the main barriers to successful enterprise creation, with mentors and more specific advice cited as the assistance regarded as affording the greatest benefit to potential and new business owners. In addition, small and micro business owners are going out of business, or are unable to fulfil their potential, because they are denied access to those factors that promote success.

The purpose of this paper is to gauge the extent to which public enterprises in Malaysia demonstrate entrepreneurial orientation.

A face‐to‐face survey was initiated to obtain data directly from top management of public enterprises.

The results of the investigation reveal that public enterprises seemed to concentrate on incremental aspect of the marketing of true and tried products/services. Although these companies appeared to have a strong emphasis on R&D initiatives, but most of these initiatives focused on development side of the activities. In addition, the results of the study indicate that the extent to which public enterprises respond to action initiated by competitors; become the first to introduce new product/services and/or “undo the competitor posture” appeared to be quite low. On the other hand, public enterprises tended to focus on low risk projects. Hence, they prefer to explore and exploit the unknown gradually and will act when certainty exits.

The findings in this study were drawn from top management of public enterprises. Future studies should include more of top management team. Given the hostility and competitive of today's business environments, future studies should explore the extent to which entrepreneurial orientation of firm will influence public enterprises' entrepreneurial activities.

Given the outcomes of the study, managers may note that firm performance is associated with the degree of its entrepreneurial orientation.

Previous studies on entrepreneurial orientation concentrated on private entities. This paper extends the domain of entrepreneurial orientation into government business enterprises.