Performance Evaluation of State-Owned Enterprises: A Process Perspective

State-Owned Enterprises (SOEs) have become important instruments of social and economic policy in industrialized mixed economies and in developing countries. The use of SOEs as instruments of public policy and the resulting clashes between these enterprises and private firms on the one hand and government and other controllers on the other, are causing concern. Public committees in different countries as well as international organizations have been searching for positive theory for guidance in handling the multitude of problems related to these enterprises. Theoretical models have made important contributions to the formalization of certain problems and the classification of the information needed to solve them. Unfortunately, these theoretical models have had little relevance for the solution of important real problems. Much of the research on SOEs is concerned with how these enterprises should behave, and what should be the product of their operations. Almost no research has been done on why SOEs function as they do. The paucity of knowledge about the operation of SOEs stems both from insufficient research effort, and from the concern of researchers with formal structures and products of these organizations and not with management behavior or with decision processes. The purpose of this paper is to call for research beyond the confines of traditional economics, using the tools of management science to obtain insights into the difficult but salient problems of SOEs.