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Abstract
This paper focuses on the evolution of the governance of state-owned enterprises (SOEs) in passenger rail services. Two opposite cases are presented: one from Sweden and the other from Denmark. Using institutional change theory, the paper shows how the SOEs’ hybrid character changed over time. The political responsibility for the Danish SOE expanded, while the Swedish SOE’s political role was gradually reduced. The research approach is new and the results have lessons for those managing and researching SOEs.
Acknowledgements
The research was funded by Innovation Fund Denmark as a part of the SUSTAIN project. Thanks to the reviewers and guest editors for their valuable comments.
Notes
* References to documents are not included in the analysis nor in the reference list, but can be obtained by contacting the author.
Additional information
Notes on contributors
Lene Tolstrup Christensen
Lene Tolstrup Christensen is a Researcher in the Department of Business and Politics, Copenhagen Business School, Denmark.