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dc.contributor.authorStan, C.
dc.contributor.authorPeng, Mike
dc.contributor.authorBruton, G.
dc.date.accessioned2017-03-15T22:17:22Z
dc.date.available2017-03-15T22:17:22Z
dc.date.created2017-02-26T19:31:42Z
dc.date.issued2014
dc.identifier.citationStan, C. and Peng, M. and Bruton, G. 2014. Slack and the performance of state-owned enterprises. Asia Pacific Journal of Management. 31 (2): pp. 473-495.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/50081
dc.identifier.doi10.1007/s10490-013-9347-7
dc.description.abstract

Organizational slack has been recognized as critical to firm performance, although its impact is not always positive. Slack may be used to fuel innovation or alternatively excess resources may be squandered on pet projects. However, most research on slack is rooted in studying private firms in developed economies, especially the United States. Whether prior research on organizational slack can readily inform our understanding of state-owned enterprises' (SOEs) behavior is questionable since SOEs prioritize goals such as social welfare and full employment differently than do the privately owned enterprises (POEs). The differences between SOEs and POEs influence their sources and use of slack due to the nature of their ownership, budget constraints, and agency relations. To bring insight to this issue we develop an institutional change lifecycle model to study the relationship between slack and the economic and social aspects of SOE performance.

dc.publisherSpringer New York LLC
dc.titleSlack and the performance of state-owned enterprises
dc.typeJournal Article
dcterms.source.volume31
dcterms.source.number2
dcterms.source.startPage473
dcterms.source.endPage495
dcterms.source.issn0217-4561
dcterms.source.titleAsia Pacific Journal of Management
curtin.departmentSchool of Management
curtin.accessStatusFulltext not available


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