| Abstract [eng] |
Object and research problem. The object of this thesis is the innovation activity of Lithuanian state-owned enterprises (SOEs). In Lithuania, SOE-managed capital constitutes 36% of domestically listed capital, compared to an 8% European average, yet their role in national innovation systems remains underexplored. The central research problem concerns which internal governance factors and external coordination mechanisms explain variation in SOE participation in the national innovation system. Aim, objectives and research questions. This thesis aims to analyse how internal governance factors and state innovation coordination influence the participation of strategic Lithuanian SOEs in the national innovation system. Three research questions are addressed: (1) How does the clarity and ambition of the state-set mission affect SOE innovation activity? (2) How do board competencies in innovation-related fields influence SOE innovativeness? (3) How does managerial autonomy shape the conditions for innovation? The moderating role of state coordination through intermediary institutions is also examined. Methodology. The thesis employs a qualitative multiple-case study design, analysing three large Lithuanian infrastructure SOEs — AB Lietuvos geležinkeliai (LTG), AB Kelių priežiūra, and UAB EPSO-G — over 2016-2025. All three are 100% state-owned, controlling for ownership structure as a confounding variable. Data were collected through document analysis and semi-structured interviews with company representatives and Innovation Agency officials. Key findings. The combination of governance variables, rather than any single factor, determines innovation outcomes. EPSO-G demonstrates the highest participation across all three innovation dimensions – direct R&D, indirect innovation through procurement, and structural contribution to the innovation system – corresponding to the strongest governance profile: a concrete, time-bound mission, the most institutionalised board innovation competency structure, and the highest managerial autonomy. LTG performs stronger in indirect innovation, reflecting a mixed profile where mission clarity is partial and board competencies fragmented. Kelių priežiūra shows the narrowest innovation profile, consistent with the weakest governance variables – no clearly formulated mission, no innovation competency requirements, and no dedicated innovation budget. State coordination acted as a neutral or negative moderating factor: the Innovation Agency does not treat SOEs as a distinct segment, financial instruments are structurally inaccessible, and pre-commercial procurement remains underutilised. Conclusions and recommendations. Lithuanian governance reforms have largely resolved the first-generation problem of political interference, but a second-generation challenge remains translating depoliticised governance into systematic innovation capacity. Three policy recommendations follow: shareholder expectation letters should define at least one concrete, time-bound innovation mission per strategic SOE with a dedicated budget; board recruitment criteria should make innovation experience mandatory rather than preferred; and a structural innovation budget should be institutionalised at the managerial level. State coordination mechanisms should be reformed to remove barriers limiting large infrastructure operators' access to innovation instruments. Significance. This thesis contributes to SOE governance and innovation literature by empirically demonstrating that mission clarity operates as a catalytic variable – enabling or constraining the conversion of managerial autonomy and board competence into innovation outcomes. The findings extend the post-NPM governance framework by identifying financial autonomy for innovation as a distinct analytical dimension and suggest that the synergy of governance variables matters more than the strength of any individual factor. |
