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Managing Fiscal Risks from State-Owned Enterprises

Author

Listed:
  • Ms. Anja Baum
  • Mr. Paulo A Medas
  • Alberto Soler
  • Mouhamadou Sy

Abstract

Ensuring that state-owned enterprises (SOEs) are efficient and managed prudently is important for economic and social reasons. It is also crucial to contain fiscal risks and reduce the burden on taxpayers from recurrent and large bailouts. Governments need to develop stronger capacity to monitor and mitigate the risks from SOEs. We present a risk tool to benchmark the performance of SOEs relative to their peers and assess their vulnerabilities, including through stress tests. A strategy to mitigate risks requires the right incentives for managers to perform and for government agencies to conduct effective oversight. Incorporating SOEs in overall fiscal targets would promote greater fiscal discipline and transparency.

Suggested Citation

  • Ms. Anja Baum & Mr. Paulo A Medas & Alberto Soler & Mouhamadou Sy, 2020. "Managing Fiscal Risks from State-Owned Enterprises," IMF Working Papers 2020/213, International Monetary Fund.
  • Handle: RePEc:imf:imfwpa:2020/213
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    Citations

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    Cited by:

    1. Mihalyi, David & Trebesch, Christoph, 2023. "Who lends to Africa and how? Introducing the Africa Debt Database," Kiel Working Papers 2217, Kiel Institute for the World Economy (IfW Kiel), revised 2023.
    2. António Afonso & Maria João Guedes & Pankaj C. Patel, 2021. "Labour Productivity in State-Owned Enterprises," Comparative Economic Studies, Palgrave Macmillan;Association for Comparative Economic Studies, vol. 63(3), pages 450-465, September.
    3. Bae, Sung C. & Kwon, Taek Ho & Liu, Chenyang, 2024. "The impact of high-pressure political reforms on state-owned enterprises: Evidence from China," International Review of Financial Analysis, Elsevier, vol. 91(C).
    4. Carè, R. & Weber, O., 2023. "How much finance is in climate finance? A bibliometric review, critiques, and future research directions," Research in International Business and Finance, Elsevier, vol. 64(C).

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