Selective Mediation in Corporate Governance: Why Formal Governance Channels the Influence of Structural Factors but Not Political Factors on the Performance of Regional-Owned Enterprises (ROEs)

Author


Winny Septiana Sari(1Mail), Eko Kuntadhi(2),
(1) Universitas Bhayangkara Jakarta Raya,
(2) Universitas Bhayangkara Jakarta Raya,

Mail Corresponding Author
Article Analytic
  [File Size: 288KB]  Language: en
Available online: 2026-11-03  |  Published : 2026-11-03
Copyright (c) 2026 Winny Septiana Sari, Eko Kuntadhi
Article can trace at:

Article Metrics

Abstract Views: 8 times PDF Downloaded: 0 times

Abstract


Regional-Owned Enterprises (ROEs) in Indonesia are expected to be commercially viable while simultaneously providing essential public services, despite operating under the direct political influence of local governments as their shareholders. This study examines whether corporate governance mediates the effects of political behavior, strategic planning, human resources, and regulation on organizational performance in a regional-owned drinking water and investment enterprise in South Tangerang City, Indonesia. A cross-sectional survey of employees and management yielded 122 complete responses, which were analyzed using partial least squares structural equation modeling (PLS-SEM) with 5,000 bootstrap resamples. All four antecedents and corporate governance exhibited direct relationships with organizational performance, with corporate governance demonstrating the strongest path coefficient (β = 0.405). Corporate governance partially mediated the effects of strategic planning, human resources, and regulation, but did not mediate the effect of political behavior, whose path to corporate governance was statistically insignificant. We interpret this selective mediation through the concept of institutional decoupling: formal governance absorbs and channels structural inputs, whereas political influence affects organizational performance through informal channels that are not captured by formal governance mechanisms.

Keywords


Regional-Owned Enterprises, Corporate Governance, Political Behavior, Institutional Decoupling, Organizational Performance, PLS-SEM

References


Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

Boyne, G. A. (2003). Sources of public service improvement: A critical review and research agenda. Journal of Public Administration Research and Theory, 13(3), 367–394.

Bromley, P., & Powell, W. W. (2012). From smoke and mirrors to walking the talk: Decoupling in the contemporary world. Academy of Management Annals, 6(1), 483–530.

Bruton, G. D., Peng, M. W., Ahlstrom, D., Stan, C., & Xu, K. (2015). State-owned enterprises around the world as hybrid organizations. Academy of Management Perspectives, 29(1), 92–114.

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations (5th ed.). Wiley.

Daiser, P., Ysa, T., & Schmitt, D. (2017). Corporate governance of state-owned enterprises: A systematic analysis of empirical literature. International Journal of Public Sector Management, 30(5), 447–466.

DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.

Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57–74.

Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18(1), 93–116.

Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C., & Frink, D. D. (2005). Development and validation of the political skill inventory. Journal of Management, 31(1), 126–152.

George, B., Walker, R. M., & Monster, J. (2019). Does strategic planning improve organizational performance? A meta-analysis. Public Administration Review, 79(6), 810–819.

Government of the Republic of Indonesia. (2017). Peraturan Pemerintah Nomor 54 Tahun 2017 tentang Badan Usaha Milik Daerah [Government Regulation No. 54 of 2017 on Regional-Owned Enterprises].

Grossi, G., Papenfuß, U., & Tremblay, M.-S. (2015). Corporate governance and accountability of state-owned enterprises: Relevance for science and society and interdisciplinary research perspectives. International Journal of Public Sector Management, 28(4/5), 274–285.

Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2022). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage.

Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24.

Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135.

Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305–360.

Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the Perceptions of Politics Scale (POPS): A multiple sample investigation. Journal of Management, 23(5), 627–658.

Kock, N. (2015). Common method bias in PLS-SEM: A full collinearity assessment approach. International Journal of e-Collaboration, 11(4), 1–10.

Kock, N., & Hadaya, P. (2018). Minimum sample size estimation in PLS-SEM: The inverse square root and gamma-exponential methods. Information Systems Journal, 28(1), 227–261.

Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363.

Musacchio, A., & Lazzarini, S. G. (2014). Reinventing state capitalism: Leviathan in business, Brazil and beyond. Harvard University Press.

OECD. (2015). OECD guidelines on corporate governance of state-owned enterprises, 2015 edition. OECD Publishing.

Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16(1), 145–179.

Pemerintah Kota Tangerang Selatan. (2021). Rencana Pembangunan Jangka Menengah Daerah (RPJMD) Kota Tangerang Selatan 2021–2026 [Medium-term regional development plan of South Tangerang City 2021–2026].

Pemerintah Kota Tangerang Selatan. (2023). Peraturan Daerah Nomor 2 Tahun 2023 tentang Perseroan Daerah Pembangunan Investasi Tangerang Selatan [Regional Regulation No. 2 of 2023].

Perseroda PITS. (2025). Laporan tahunan 2024 [Annual report 2024]. [VERIFY publisher and year.]

Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.

Poister, T. H., Pitts, D. W., & Edwards, L. H. (2010). Strategic management research in the public sector: A review, synthesis, and future directions. The American Review of Public Administration, 40(5), 522–545.

Scott, W. R. (2014). Institutions and organizations: Ideas, interests, and identities (4th ed.). Sage.

Shleifer, A., & Vishny, R. W. (1994). Politicians and firms. The Quarterly Journal of Economics, 109(4), 995–1025.

Walker, R. M., & Andrews, R. (2015). Local government management and performance: A review of evidence. Journal of Public Administration Research and Theory, 25(1), 101–133.

Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295–320.

Zhao, X., Lynch, J. G., Jr., & Chen, Q. (2010). Reconsidering Baron and Kenny: Myths and truths about mediation analysis. Journal of Consumer Research, 37(2), 197–206.

[VERIFY: tambahkan 3–5 studi empiris tata kelola BUMD/BUMN Indonesia yang dapat diverifikasi, serta sumber peringkat TOP BUMD 2025. Periksa setiap DOI sebelum submit.]


Refbacks

  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.