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The purpose of this paper is to study the relationship between the attitudes of principals, municipality-specific aspects of reform implementation, and principals’ resistance to change.

The collected data are based on a multi-level structure. The levels of analysis are at the school level (school principal) and at the municipality level. Therefore, the research question posed in this study is examined using a quantitative multi-level analysis.

The results show that both the personal attitudes of school principals and adjustments made by the school presidency of the municipality affect the school principals’ willingness to change.

The study’s focus on schools limits the ability to generalize the results to apply to other organizations. Nevertheless, schools are an important object of study for change management research because they share crucial organizational characteristics with other organizations in the public sector.

Studies that have looked at the change reactions of leaders in the public school sector have rarely examined individual and collective factors together. We focus on both, since the municipalities in many countries have a certain amount of leeway in implementing reforms, meaning that their involvement is of central importance for a successful change process.

The goal is to illuminate the requisites for the implementation of performance management reforms in a public bureaucracy.

The paper employs a configurational approach, qualitative comparative analysis, that identifies combinations of political and organizational conditions necessary and/or sufficient for success. The analysis applies the success factor identified in the literature in analyzing the experience of departments involved in a city-wide reform in Los Angeles. The analysis utilizes two rounds of survey data combined with case observations to evaluate the presence of these conditions. Cross-case comparisons employ Boolean logic to identify configurations associated with successful system implementation.

The analysis identifies several distinct configurations of conditions that appear in departments that implemented the reform. One emphasizes mayoral support, while others emphasize leadership in combination with other organizational capacities.

The analysis yields several insights for managers. First, no silver bullet such as strong leadership assures reform implementation. Second, there are multiple avenues to reform. An organization that lacks some prerequisites – such as leadership or metrics – may succeed in the presence of other features such as an innovative culture or external political support. Finally, the study provides a bracing council that even under favorable conditions, performance management reforms may fail to take root, for reasons that can be difficult to predict.

The paper highlights the importance of considering configurations of conditions rather than focusing on conditions independently. Also, it highlights the importance of equifinality, the notion that observed outcomes can have multiple causes, a perspective typically missing in correlational analyses.

This paper examines the effect of board reforms on managerial risk-taking incentive provision in state-owned enterprises (SOEs) whose managers are undue risk-averse.

We use the staggered implementation of board reforms in Chinese central government-controlled state-owned enterprises (CSOEs) as an exogenous shock to board governance. We collect data on board reforms for a set of pilot CSOEs during the period 2005 to 2020 from the State-owned Assets Supervision and Administration Commission (SASAC) website by hand. We use a generalized difference-in-difference (DID) design to test the effect of staggered board reform adoption on managerial risk-taking incentive provision.

We find a positive relationship between board reforms and risk-taking inventive provision, i.e. pay-performance sensitivity, promotion-performance sensitivity and performance target difficulty. The documented relationship is stronger when the value of risk-taking is higher. We also find that board reforms lead to greater risky but value-enhancing investments and that managerial risk-taking incentive provision acts as an important channel through which board reforms improve value-enhancing risk-taking.

Our findings suggest that board reforms that improve board governance are effective in addressing risk-related agency conflicts in emerging markets. The findings also highlight the importance of managerial risk-taking incentive provision in inducing risky but value-enhancing investments.

The paper aims to examine the sufficient and necessary conditions upon which the innovative “partial shock model” was implemented in China.

The study employs a multi‐method approach, involving a case study of Wuhan city in 2004.

Evidence suggests that implementation of the partial shock model in state‐owned small and medium‐sized enterprises (SOSMEs) is not only essential, but also feasible. More than 1,000 enterprises in Wuhan have restructured properties, and hundreds of thousands of workers have changed their state‐owned identity, which has resulted in positive social and economic outcomes in SOSMEs.

The paper suggests that there is a need to combine business reorganisation with government's timely intervention so as to overcome potential problems such as unjust occupation of state assets and unfair distribution among different enterprises in the same city.

The paper explores the distinct Chinese experiences in reforms of SOSMEs, which is a relatively under‐researched area of entrepreneurship.

Many developed countries have seen significant reforms of their health systems for the last few decades. Despite extensive investment in these changes, health systems still face a range of challenges which reform efforts do not seem to have overcome. The purpose of this paper is to argue that there are two particular reasons, which go beyond the standard explanations of changing demographics and disease profiles.

The paper is a commentary based on the literature.

The first explanation relates to the relationship between substantive health care reform and governance reform. These are intertwined processes and the pattern of interaction has distorted both types of reform. Second, reform has multiple meanings and may sometimes be more of an intra-organizational ritual and routine than a coherent plan aiming to bring about particular changes. As such, part of the reason why reform so frequently fails to bring about change is that it was not actually intended to bring about specific changes in the first place. The limited success of reform in recent years, the authors argue, has been a result of the fact that reform has focused too much on the substantive aspects of healthcare, while ignoring the governance aspect of the sector.

As a result, governance has often been obstructed by interest groups inside the system, resulting in paralysis. The authors conclude by arguing that substantive reform of public organizations without an accompanying reassessment of the governance of these organizations are more likely to fail, compared to more comprehensive reform efforts.

After three years of economic reform in urban areas, China has been confronted with a series of choices. Six of these choices are examined: the focus of the reform, its approach, its target, the pattern of national economic macro‐management, the macro‐economic policy, and the pace of the reform. It is held that the focus of the reform should be the establishment of a planned commodity economic system, which is the correct target of the reform; such a reform must be carried out step by step, systematically and in the light of an integrated design worked out in advance, with greater paces to shorten the period in which two systems confront each other; the macro‐management of the economy should be carried out by the central authority on the basis of an integrated market rather than administrative decentralisation; the money supply should be controlled in order to create a relatively relaxed environment for reform. On each of the six aspects, other prevailing views are analysed.

Since the late 1970s, Chinese policymakers have implemented many policies to reform their country's administrative systems for the purpose of promoting economic development. In the area of public budgeting and finance, reform policies have been introduced to improve China's taxation system, budgeting system and intergovernmental fiscal relations. The implementation of these policies has resulted in many changes and improvement to China's society and has also created new challenges to China's future development. This symposium introduction provides a brief review of the development of reform policies and a summary of five articles that examine China's revenue system, public expenditure structure, budgeting control, incentive policy, and education finance.

Reforms set forth in Sarbanes‐Oxley and the NYSE, AMEX, and NASD are designed to prevent the reoccurrence of corporate collapses at companies such as Enron Corp., WorldCom Inc., and Global Crossing Ltd. The purpose of this paper is to discuss the possible impact the reforms may or may not have had in controlling the abuses uncovered in recent corporate failures.

This paper examines the reforms to corporate governance and the rationale behind the reforms, and examines how the actual governance structures of Enron, WorldCom, and Global Crossing during the years of their accounting scandals compared to the new requirements. It also offers a discussion as to whether the new reforms would have been helpful in preventing management's manipulation of earnings.

Global Crossing's governance structure would have satisfied a majority of the reforms. Enron's and WorldCom's governance structures would have satisfied less than half of the reforms.

This paper highlights the need for management and shareholders alike to focus on the substance of the reforms and not merely the form of the reforms in order to make meaningful improvements to corporate governance.

This paper should serve as a warning to the investing public. The reforms in and of themselves should not be relied on to prevent future corporate scandals. The reforms, however, do focus the spotlight directly on corporate boardrooms where shareholders can now insist that directors' interests be separate from those of the CEO and upper management.

The purpose of this article is to contribute to a dialogue between practitioners and academics. The article discusses the relevance of Public Sector Accounting (PSA) reforms, including their key approaches and challenges, and the role of the World Bank's Public Sector Accounting and Reporting (PULSAR) Program.

This is a practitioner's viewpoint, which reflects World Bank and PULSAR Program's publicly available documents and the opinions of a practitioner involved in the implementation of PSA reforms.

Implementation of PSA reforms, based on the good international standards and practices, such as International Public Sector Accounting Standards (IPSAS), represents an opportunity for governments to significantly improve (1) the quality, reliability and comparability of their financial information; (2) decision-making process of the high-level public officials; and (3) the overall levels of fiscal transparency and public sector accountability and performance. There are several main approaches of the PSA reform implementation that could be observed across the globe. In practice, many countries and different jurisdictions face multiple challenges associated with PSA reform implementation. The World Bank and PULSAR Program in particular represent a valuable source of knowledge generation and sharing, and also acts as a catalyst for promoting PSA reforms in beneficiary countries.

The limitations of this article (which are also its strength in terms of fitness for purpose) are that as a practitioner's viewpoint, it provides a brief overview and personal judgements rather than an empirical analysis of developments applying a theoretical framework.

A practitioner's engagement with academic supports increased understanding of the respective views leading to better outcomes for practitioners and academics working in the area of public sector accounting.

The article provides a practitioner's input on the relevance of PSA reforms and their key challenges.