The Return of the Hierarchy: SOEs in the Marketisation

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    Purpose

    – The purpose of this paper is to contribute to the conceptualisation of state-owned enterprises (SOEs) as a mode of governance in marketisation via the perspective of historical institutionalism.

    Design/methodology/approach

    – The paper is based on a qualitative case study of the marketisation of Danish passenger rail from the 1990s to date where marketisation has been set on hold since 2011 due to the activities of the SOE.

    Findings

    – The paper shows that market governance was layered on the hierarchal governance of the SOE that was later turned into a hybrid governance mode through corporatisation. This layered set-up provided the state with a double governance grip that drove marketisation until 2011. However, the SOE as a hybrid created ripple effects between the market and the hierarchy that hampered the marketisation. The hierarchical governance turned towards centralisation and market governance was put on hold. The hybridity of the SOE was endogenously displaced via closing down of commercial activities, leading to a re-conversion of the SOE towards the hierarchical mode.

    Originality/value

    – The paper contributes to the discussions about hybridity and re-centralisation in post-NPM era. It presents a case on how hybridity is altered and evolves in SOEs as a hybrid mode of governance between hierarchy and market in marketisation and how this can lead to re-centralisation.
    Original languageEnglish
    JournalInternational Journal of Public Sector Management
    Volume28
    Issue number4/5
    Pages (from-to)307-321
    Number of pages15
    ISSN0951-3558
    DOIs
    Publication statusPublished - 2015

    Cite this

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    title = "The Return of the Hierarchy: SOEs in the Marketisation",
    abstract = "Purpose– The purpose of this paper is to contribute to the conceptualisation of state-owned enterprises (SOEs) as a mode of governance in marketisation via the perspective of historical institutionalism. Design/methodology/approach– The paper is based on a qualitative case study of the marketisation of Danish passenger rail from the 1990s to date where marketisation has been set on hold since 2011 due to the activities of the SOE. Findings– The paper shows that market governance was layered on the hierarchal governance of the SOE that was later turned into a hybrid governance mode through corporatisation. This layered set-up provided the state with a double governance grip that drove marketisation until 2011. However, the SOE as a hybrid created ripple effects between the market and the hierarchy that hampered the marketisation. The hierarchical governance turned towards centralisation and market governance was put on hold. The hybridity of the SOE was endogenously displaced via closing down of commercial activities, leading to a re-conversion of the SOE towards the hierarchical mode. Originality/value– The paper contributes to the discussions about hybridity and re-centralisation in post-NPM era. It presents a case on how hybridity is altered and evolves in SOEs as a hybrid mode of governance between hierarchy and market in marketisation and how this can lead to re-centralisation.",
    author = "Christensen, {Lene Tolstrup}",
    year = "2015",
    doi = "10.1108/IJPSM-04-2015-0084",
    language = "English",
    volume = "28",
    pages = "307--321",
    journal = "International Journal of Public Sector Management",
    issn = "0951-3558",
    publisher = "Emerald Group Publishing",
    number = "4/5",

    }

    The Return of the Hierarchy : SOEs in the Marketisation . / Christensen, Lene Tolstrup.

    In: International Journal of Public Sector Management, Vol. 28, No. 4/5, 2015, p. 307-321.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - The Return of the Hierarchy

    T2 - SOEs in the Marketisation

    AU - Christensen, Lene Tolstrup

    PY - 2015

    Y1 - 2015

    N2 - Purpose– The purpose of this paper is to contribute to the conceptualisation of state-owned enterprises (SOEs) as a mode of governance in marketisation via the perspective of historical institutionalism. Design/methodology/approach– The paper is based on a qualitative case study of the marketisation of Danish passenger rail from the 1990s to date where marketisation has been set on hold since 2011 due to the activities of the SOE. Findings– The paper shows that market governance was layered on the hierarchal governance of the SOE that was later turned into a hybrid governance mode through corporatisation. This layered set-up provided the state with a double governance grip that drove marketisation until 2011. However, the SOE as a hybrid created ripple effects between the market and the hierarchy that hampered the marketisation. The hierarchical governance turned towards centralisation and market governance was put on hold. The hybridity of the SOE was endogenously displaced via closing down of commercial activities, leading to a re-conversion of the SOE towards the hierarchical mode. Originality/value– The paper contributes to the discussions about hybridity and re-centralisation in post-NPM era. It presents a case on how hybridity is altered and evolves in SOEs as a hybrid mode of governance between hierarchy and market in marketisation and how this can lead to re-centralisation.

    AB - Purpose– The purpose of this paper is to contribute to the conceptualisation of state-owned enterprises (SOEs) as a mode of governance in marketisation via the perspective of historical institutionalism. Design/methodology/approach– The paper is based on a qualitative case study of the marketisation of Danish passenger rail from the 1990s to date where marketisation has been set on hold since 2011 due to the activities of the SOE. Findings– The paper shows that market governance was layered on the hierarchal governance of the SOE that was later turned into a hybrid governance mode through corporatisation. This layered set-up provided the state with a double governance grip that drove marketisation until 2011. However, the SOE as a hybrid created ripple effects between the market and the hierarchy that hampered the marketisation. The hierarchical governance turned towards centralisation and market governance was put on hold. The hybridity of the SOE was endogenously displaced via closing down of commercial activities, leading to a re-conversion of the SOE towards the hierarchical mode. Originality/value– The paper contributes to the discussions about hybridity and re-centralisation in post-NPM era. It presents a case on how hybridity is altered and evolves in SOEs as a hybrid mode of governance between hierarchy and market in marketisation and how this can lead to re-centralisation.

    U2 - 10.1108/IJPSM-04-2015-0084

    DO - 10.1108/IJPSM-04-2015-0084

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    JO - International Journal of Public Sector Management

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