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- ItemDrivers of organisational performance : a state-owned enterprises perspective(2013) Mbo, Mbako; Adjasi, CharlesThis paper examines empirical evidence on SOE performance drivers and thus contributes to understanding the literature behind SOE performance as well contributions to policy formulation on such organizations. Data from annual reports of 24 SOEs selected from 9 countries across 7 industries in a regression model empirically estimated using linear mixed model within the framework of longitudinal data analysis. The study finds that in an SOE set up, good firm performance is driven by existence of strong boards, good liquidity position and independent industry regulation. Firm size and age are also found to be positively driving performance whilst gearing levels, government’s involvement in pricing, attempting to cater for all stakeholder interest and financial dependence on government are negatively related to performance of SOEs. Our study brings no conclusive result on the effect industry competition has on SOE performance. We conclude that SOE performance can be explained in terms of the following organizational theories: resource based theory, agency theory, stewardship theory and the public choice theory whereas the stakeholder theory does not hold in an SOE set up.
- ItemManagement accountability for enterprise project success(PM Global Pty Ltd, 2007) Butler, MartinDespite the growth and adoption of project management tools and methodologies, and the recognition of the contribution of project-mature organisations, achieving project success remains a challenge. An extensive literature review revealed different, and even contradictory, views on project success. The literature often focuses on either project success factors or success criteria, but seldom on a comprehensive framework embracing all aspects. Failing to distinguish between project success and project management success has led to increased pressure on project managers to deliver successful projects, although their mandates only empower them to deliver successful project management. It is argued that the complementary nature of various management responsibilities has led to a vague definition of responsibilities, and ultimately accountability, for project success. This paper presents a framework of factors influencing project success. The framework constitutes: (1) the efficient execution of project management; (2) the continuous alignment of project objectives with organisation strategic intent; (3) the optimum allocation of resources to project activities; and (4) the effective operations management realising the benefits from the project deliverables. It is shown that strategic (executive), line (operations), project, program and portfolio managers all have a direct impact on project success and that organisations should hold the respective managers accountable to ensure a comprehensive and integrated work effort resulting in successful projects.