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Transformation of state-owned enterprises in Estonia and India: An examination of the relative influences of cultural variations

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  • Baliga, B.R.
  • Santalainen, Timo J.

Abstract

The challenges confronted by state-owned enterprise (SOEs) in moving toward functioning in a market economy are first examined from a theoretical perspective. Four major transformational challenges-strategic reorientation, shifts in resource acquisition logic, workforce rationalization and renewal, and changing organizational configuration are identified and discussed. The relative influence of culture in meeting these SOE transformational challenges along with formulating and implementing policies for economic reforms are discussed.

Suggested Citation

  • Baliga, B.R. & Santalainen, Timo J., 2006. "Transformation of state-owned enterprises in Estonia and India: An examination of the relative influences of cultural variations," Journal of International Management, Elsevier, vol. 12(2), pages 140-157, June.
    • Handle: RePEc:eee:intman:v:12:y:2006:i:2:p:140-157
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    3. Mario Benassi & Matteo Landoni, 2019. "State-owned enterprises as knowledge-explorer agents," Industry and Innovation, Taylor & Francis Journals, vol. 26(2), pages 218-241, February.
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    5. Berg, Sanford V., 2013. "Best practices in regulating State-owned and municipal water utilities," Documentos de Proyectos 4079, Naciones Unidas Comisión Económica para América Latina y el Caribe (CEPAL).
    6. Aïssaoui, Rachida & Fabian, Frances, 2015. "The French Paradox: Implications for Variations in Global Convergence," Journal of International Management, Elsevier, vol. 21(1), pages 31-48.

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