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State-Owned Enterprises as Institutional Actors: A Hybrid Historical Institutionalist and Institutional Work Framework

Published online by Cambridge University Press:  27 July 2021

Olivier Butzbach
Affiliation:
University of Campania, Italy
Douglas B. Fuller*
Affiliation:
City University of Hong Kong, Hong Kong
Gerhard Schnyder
Affiliation:
Loughborough University, UK
Liudmyla Svystunova
Affiliation:
Loughborough University, UK
*
Corresponding author: Douglas B. Fuller (douglas.b.fuller@gmail.com)

Abstract

Although state-owned enterprises (SOEs) are recognized as important economic actors, the literature to date has assumed close state control over SOEs and, therefore, their passive stance towards institutions. Drawing on the institutional work and historical institutionalism literatures, we challenge this view. We develop a multilevel framework of SOE top management teams’ (TMTs’) embedded agency, spanning the national macro-institutional level, the meso-level of regimes of state-SOE relations, and sector-specific institutions. We then derive propositions regarding the factors across these multiple levels that shape SOE TMTs’ motivation, resources, and scope for institutional work. This framework allows us to explain the leeway for and likelihood of SOE TMTs’ engagement in institutional work across institutional contexts.

摘要

尽管国有企业被认为是重要的经济行动者,但迄今为止的文献都假定国有企业受到国家的严密控制,因此他们对制度抱有消极的态度。基于制度工作和历史制度主义文献,我们对这一观点提出了挑战。我们建立了国有企业高管团队嵌入能动性的多层次框架,跨越国家宏观制度层面、国有企业关系的中观层面和行业特定制度层面。此外,我们还发展出涉及影响国有企业高管团队动机、资源和制度工作范围的多层次因素的命题。这一框架使我们能够解释国有企业的管理团队在制度情境下执行制度工作的自由空间和可能性。

Аннотация

Несмотря на то, что государственные предприятия (ГП) признаны важными экономическими субъектами, в научной литературе на сегодняшний день предполагается, что существует жесткий государственный контроль над государственными предприятиями, что подразумевает пассивное отношение к институтам. На основании научной литературы по институциональной работе и историческому институционализму, мы оспариваем эту точку зрения. Мы разрабатываем многоуровневую модель интегрированного управления со стороны руководства высшего звена на государственных предприятиях, которая охватывает государственный макро-институциональный уровень, мезо-уровень отношений между государством и государственным предприятием, а также отраслевые институты. Далее, мы строим предположения относительно факторов на этих множественных уровнях, которые формируют мотивацию, ресурсы и объем институциональной работы для руководства высшего звена на государственных предприятиях. Данная модель позволяет нам объяснить относительную свободу действий и вероятность участия руководства высшего звена на государственных предприятиях в институциональной работе в различных институциональных контекстах.

Resumen

Aunque las empresas de propiedad estatal (SOEs por sus siglas en inglés) son reconocidas como actores económicos importantes, la literatura a la fecha ha asumido un estrecho control del estado sobre las empresas estatales, y, por ende, su postura pasiva hacia las instituciones. Basándonos en las literaturas del trabajo institucional de institucionalismo histórico, retamos este punto de vista. Desarrollamos un marco multinivel de la agencia integrada de los equipos de alta dirección de las empresas estatales, que abarca el nivel macroinstitucional nacional, el nivel meso de los regímenes de relaciones entre el Estado y las empresas estatales, y las instituciones específicas del sector. Después, formulamos proposiciones sobre los factores de estos múltiples niveles que determinan la motivación, los recursos y el alcance de la labor institucional de los equipos de alta dirección (TMT por sus iniciales en inglés) de las empresas del estado. Este marco nos permite explicar el margen de maniobra y la probabilidad de que los equipos de alta dirección de las empresas estatales se comprometan con la labor institucional en distintos contextos institucionales.

Type
Article
Copyright
Copyright © The Author(s), 2021. Published by Cambridge University Press on behalf of The International Association for Chinese Management Research

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Footnotes

ACCEPTED BY Deputy Editor Gerald McDermott

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