Gouvernance d'entreprises


State-Owned Enterprises in the Development Process

This publication is a first response of the OECD to the issue of what role is, or can be, assigned to SOEs as part of national development strategies. The first part of the publication overviews the experiences of five countries (Brazil, China, India, Singapore and South Africa) with using SOEs, and other government-controlled entities as agents of their development strategies. The second part reviews the growing internationalisation of SOEs through foreign trade and investment. These show implications that the usefulness of SOEs in promoting economic development hinges on a number of factors, not least the level of economic development at the beginning of the process. Indeed, if the government’s ambition is to follow a development path already trod by numerous comparable nations it is relatively easy to hammer out a strategy and provide the SOEs with company-specific objectives toward the fulfilment of the strategy. However, experience also shows that some crucial conditions generally need to be met for such SOE-based strategies to be successful, taking into account the capacity of national bureaucracies and avoiding possible adverse impacts on international trade and investment.  

Published on April 23, 2015


Executive summary
Introduction and summary of main findings1 chapter available
A look at state-owned enterprises and development
Experiences with using state-owned enterprises as agents of development5 chapters available
The case of Singapore and other ASEAN economies
Brazil: History and lessons
SOEs in India's economic development
SOEs in China's economic development 
The evolution of SOEs in South Africa
State-owned enterprises in the international marketplace2 chapters available
International investment by SOEs
SOEs in international trade
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