A Case Study Exploring the Governance Structure in State-Owned Enterprises: The Special Projects of Ghana

• In Event: AIS and More

Abstract

State-owned enterprise (SOE) failures continue to burden Ghana. The purpose of this qualitative multisite case study was to explore the operational and governance control strategies SOE leaders use for improving competitiveness and efficiency of SOE special projects. Special projects are SOEs nurtured on a for-profit strategy with the aim of such companies becoming public-private partnerships businesses. Agency theory formed the conceptual framework for this study. Data collected from the interviews and supporting documents were processed and analyzed to discern emergent themes. The 16 participants included managers, technical staff members, and board members. Participants expressed their views on the operations and management of the special project companies through a face-to-face interviews. Five main themes emerged including (a) board influence on management, (b) operational and financial controls, (c) ethical values, (d) quality assurance, and (e) motivation. The results of the study may help businesses through the creation of a strong governance structure.

Authors

• Edward Boateng, Walden University

• Roger William Mayer, SUNY College at Old Westbury

• Wen-Wen Chien, SUNY-Old Westbury