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Lehrende: Prof. Dr. Ulf Papenfuß
Veranstaltungsart:
Seminar
Orga-Einheit: Politics, Administration & International Relations
Anzeige im Stundenplan:
PG & Public Policy
Semesterwochenstunden:
3
Credits:
6,0
Hinweis: In Ihrer Prüfungsordnung können abweichende Credits festgelegt sein.
Standort:
Campus der Zeppelin Universität
Unterrichtssprache:
Englisch
Min. | Max. Teilnehmerzahl:
5 | 35
Prioritätsschema: Standard-Priorisierung
Inhalte:
Reforms in the provision of public services with new institutional arrangements have made state-owned enterprises (SOEs) increasingly relevant in many countries. Studies for different countries demonstrate the significant role of SOEs as policy instrument in terms of their economic relevance and for providing public services. Worldwide, SOEs represent approximately 10% of global gross domestic product. For Germany, empirical studies show that 50% of the employees in the public sector do work not in the core administration, but in SOEs and comparable public organisations. SOEs undertake more than half of the public sector’s investments and the debts located in SOEs are often even higher than the debts of the core administration/core budget. For other countries, studies show similar tendencies. For these reasons public corporate governance is one especially important part of public governance. From a public policy perspective, SOEs are important policy instruments and the aim is to integrate them in all phases of the policy cycle in an adequate manner. For the big societal issues such as sustainability, debt crises, cutback management and citizen engagement, the governance of core administration and SOEs is a crucial issue. However, governance deficits have raised discussions in various countries about the control and transparency of SOEs. The discussion on governance, control and supervision of SOEs takes place in the context of the term public corporate governance. Connected with the specific conditions of SOEs, PCG can be defined as the legal and factual regulatory framework for control, supervision and management of organizations of public authorities with independent economic management. Furthermore, PCG includes the implemented steering, management and supervision, as well as the behaviour of people. The course covers theories, concepts and instruments as well as current research results in the field. Theories and instruments are used for problem analysis and to derive lessons and reform options for public sector organizations.
Lernziele:
The students
- can describe the most important conceptually and theoretically fundamental terms and basics of public governance and public corporate governance,
- can name specific and constituent characteristics of the political governance and control of state-owned enterprises,
- can explain the relevance and reform elements of public corporate governance,
- are able to use theories, public corporate governance is based on, to conduct problem analysis and to formulate arrangement recommendations in a situation-specific way,
- develop awareness for ethically challenging decision situations in the subject area and can discuss ethical questions and conflicts,
- can provide differentiated arguments on the goals and contributions of public corporate governance in the context of the discussion on sustainable provision of public services and budget consolidation.
Weitere Informationen zu den Prüfungsleistungen:
Exam (60 Min.)
Literatur:
- Bernier, Luc (2014): Public Enterprises as Policy Instruments: The Importance of Public Entrepreneurship, in: Journal of Economic Policy Reform, 17 (3), S. 253-266.
- Thynne, I. (1994): The Incorporated Company as an Instrument of Government: A Quest for a Comparative Understanding, in: Governance, 7 (1), S. 59-82.
- Thynne, I. (2011): Ownership as an Instrument of Policy and Understanding in the Public Sphere: Trends and Research Agenda", in: Policy Studies, 32 (3), S. 183-197.
- OECD (2015): OECD Guidelines on Corporate Governance of State-Owned Enterprises, Paris, OECD Publishing.
- Verhoest, K./Van Thiel, S./Bouckaert, G./Lægreid, P. (2012): Government Agencies: Practices and Lessons from 30 Countries, Houndmills, S.413-439.
- Daiser, P./Ysa,T./Schmitt, D. (2017): Corporate Governance of State-Owned Enterprises: A Systematic Analysis of Empirical Literature, in: International Journal of Public Sector Management, 30 (5), S.447-466.
- Bruton, G.D./Peng, M.W./Ahlstrom, D./Stan, C./Xu, K. (2015): State-Owned Enterprises Around the World as Hybrid Organizations, in: Academy of Management Perspectives, 29 (1), S. 92-114.
- Whincop, MJ. (2005): Corporate Governance in Government Corporations, Ashgate, Aldershot.
- European Commission (2016): State-Owned Enterprises in the EU: Lessons Learnt and Ways Forward in a Post-Crisis Context.
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