Advertisement

Logics and Practices of Board Appointments in Hybrid Organizations: The Case of Swedish State-Owned Enterprises

  • Susanna Alexius
  • Jenny Cisneros Örnberg
  • Giuseppe Grossi
Chapter

Abstract

This chapter offers insights into the governance of Swedish state-owned enterprises performed by civil servants in cooperation with the minister and state secretary in the Ministry of Enterprise and Innovation. The authors take particular interest in the practices and thinking of the few but powerful civil servants who work with board appointment. A closer look into the daily practices shows us that negotiating and aligning the political and the commercial logics at stake is described as key to the board appointment. These processes are, in turn, based on conditioned trust between civil servants and politicians.

Keywords

Governance Board appointment SOE Civil servants Trust Logics 

References

  1. Aharoni, Y. 1981. Performance Evaluation of State-Owned Enterprises: A Process Perspective. Management Science 27 (11): 1340–1347.CrossRefGoogle Scholar
  2. ———. 1986. The Evolution and Management of State-Owned Enterprises. Cambridge: Cambridge University Press.Google Scholar
  3. Alexius, S. 2014. Ansvar och marknader (Responsibility and Markets). Stockholm: Liber.Google Scholar
  4. Alexius, S., and J. Cisneros Örnberg. 2015. Mission(s) Impossible? Configuring Values in the Governance of State-Owned Enterprises. International Journal of Public Sector Management 32: 286–306.CrossRefGoogle Scholar
  5. Alexius, S., and K. Tamm Hallström, eds. 2014. Configuring Value Conflicts in Markets. Cheltenham: Edward Elgar.Google Scholar
  6. Almqvist, I., G. Grossi, C. van Helden, and G. Reichard. 2013. Public Sector Governance and Accountability. Critical Perspectives on Accounting 24 (7–8): 479–487.CrossRefGoogle Scholar
  7. Auran, L. 2015. Jeg vil at du ska lykkes: en kvalitativ intervjustudie av leder-medarbeidererelasjonens betydning för utövelse av ledelse. Doctoral dissertation. NTNU, Norwegian University of Science and Technology.Google Scholar
  8. Bringselius, L. 2018. Vad är tillitsbaserad styrning och ledning? In Styra och leda med tillit – Forskning och praktik, ed. L. Bringselius. Stockholm: Swedish Government Offices: The Trust Delegation.Google Scholar
  9. Bruton, G.D., M.W. Peng, D. Ahlstrom, C. Stan, and K. Xu. 2015. State-Owned Enterprises Around the World as Hybrid Organizations. Academy of Management Perspectives 29: 92–114.CrossRefGoogle Scholar
  10. Espeland, W., and M. Stevens. 1998. Commensuration as a Social Process. Annual Review of Sociology 24: 312–343.CrossRefGoogle Scholar
  11. Garsten, C., and A. Sörbom. 2014. Values Aligned: The Organization of Conflicting Values Within the World Economic Forum. In Configuring Value Conflicts in Markets, ed. S. Alexius and K. Tamm Hallström, 159–177. Cheltenham: Edward Elgar.Google Scholar
  12. Government Offices of Sweden. 2017. Annual Report. State-Owned Companies 2016. Ministry of Enterprise and Innovation, Stockholm. www.government.se.
  13. Holmgren, G. 2009. Från Problemföretag Till Kapitalförvaltning: Sveriges Statliga Företag 1980–2007. Åbo: Åbo Akademis förlag.Google Scholar
  14. Hood, C. 1991. A Public Management for All Seasons. Public Administration 69 (Spring): 3–19.CrossRefGoogle Scholar
  15. Ivarsson Westerberg, A. 2017. From OPA to NPG and Trust Based Management in Swedish Public Administration Policy. Paper presented at the NFF, Nordic Association of Business Administration’s Conference in Bodø, 23–26 August 2017.Google Scholar
  16. Kallifatides, M., S. Nachemson-Ekwall, and S.-E. Sjöstrand. 2010. Corporate Governance in Modern Financial Capitalism. Cheltenham: Edward Elgar.CrossRefGoogle Scholar
  17. Klijn, E.-H., and J. Koppenjan. 2012. Governance Network Theory: Past, Present and Future. Policy and Politics 40 (4): 587–606.  https://doi.org/10.1332/030557312X655431.CrossRefGoogle Scholar
  18. Lindblom, C.E. 1965. The Intelligence of Democracy: Decision Making Through Mutual Adjustment. New York: The Free Press.Google Scholar
  19. March, J.G. 1962. The Business Firm as a Political Coalition. Journal of Politics 24 (4): 662–678.CrossRefGoogle Scholar
  20. Mayer, R.C., J.H. Davis, and F.D. Schoorman. 1995. An Integrative Model of Organizational Trust. Academy of Management Review 20 (3): 709–734.CrossRefGoogle Scholar
  21. Mintzberg, H. 1992. Structures in Fives: Designing Effective Organizations. Upper Saddle River, NJ: Prentice Hall.Google Scholar
  22. Niemann, C. 2013. Villkorat förtroende. Normer och rollförväntningar i relationen mellan politiker och tjänstemän i Regeringskansliet. Stockholm Studies in Politics 153, Department of Political Science, Stockholm University.Google Scholar
  23. OECD. 2005. OECD Guidelines on Corporate Governance of State-Owned Enterprises. Paris: OECD Publishing. www.oecd.org/corporate/ca/corporategovernanceofstateownedenterprises/34803211.pdf. Accessed 7 Oct 2015.
  24. ———. 2015. OECD Guidelines on Corporate Governance of State-Owned Enterprises (2015th ed.). Paris: OECD Publishing. http://www.oecd.org/corporate/guidelines-corporate-governance-SOEs.htm. Accessed 3 Apr 2018.
  25. Osborne, S.P. 2006. The New Public Governance? Public Management Review 8 (3): 377–387.CrossRefGoogle Scholar
  26. Radon, J., and J. Thaler. 2005. Resolving Conflicts of Interest in State-Owned Enterprises. International Social Science Journal 57 (S1): 11–20.CrossRefGoogle Scholar
  27. Rainey, H.G., and Y.H. Chun. 2005. Public and Private Management Compared. In The Oxford Handbook of Public Management, ed. E. Ferlie, L.E. Lynn, and C. Pollitt, 72–103. Oxford: Oxford University Press.Google Scholar
  28. Sancino, A., M. Sicilia, and G. Grossi. 2019. Between Patronage and Good Governance: Organizational Arrangements in (Local) Public Appointments Processes. International Review of Administrative Sciences 85 (2).  https://doi.org/10.1177/0020852316675944.
  29. Sørensen, E., and J. Torfing. 2007. Theoretical Approaches to Governance Network Dynamics. In Theories of Democratic Network Governance, ed. E. Sørensen et al. New York: Palgrave Macmillan.CrossRefGoogle Scholar
  30. Thomasson, A. 2009. Exploring the Ambiguity of Hybrid Organisations: A Stakeholder Approach. Financial Accountability and Management 25: 353–366.CrossRefGoogle Scholar
  31. Velten, J., S. Tengblad and R. Heggen. 2017. Medarbetarskap – så får du dina medarbetare och ta initiativ och känna ansvar. Stockholm: Liber.Google Scholar
  32. Vernon, R. 1984. Linking Managers with Ministers: Dilemmas of the State Owned Enterprise. Policy Analysis and Management 4: 39–55.CrossRefGoogle Scholar

Interviews in the Swedish Government Offices

  1. Former politician and appointed board member of Swedish alcohol retail monopoly Systembolaget. Interview 2016-12-20.Google Scholar
  2. Owner representative, senior civil servant employed in the Ministry of Health and Social Affairs. Interview 2015-04-02.Google Scholar
  3. Senior civil servant in the Ministry of Enterprise and Innovation. Interview 2015-04-10.Google Scholar
  4. Senior civil servant responsible for board appointment in the Ministry of Enterprise and Innovation. Interview 2016-03-22.Google Scholar
  5. Unit Manager, Unit for State-Owned Companies, Ministry of Enterprise and Innovation. Interview 2018-05-04.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Susanna Alexius
    • 1
    • 2
  • Jenny Cisneros Örnberg
    • 3
  • Giuseppe Grossi
    • 4
    • 5
  1. 1.ScoreStockholm UniversityStockholmSweden
  2. 2.Stockholm School of EconomicsStockholmSweden
  3. 3.Department of Public Health SciencesStockholm UniversityStockholmSweden
  4. 4.Nord University Business SchoolBodøNorway
  5. 5.Kristianstad UniversityKristianstadSweden

Personalised recommendations