The Role of Controllers in State-Owned Enterprises (SOEs) in developing countries. : An exploratory qualitative study of the role of Controllers in a State-Owned Enterprises (SOEs) in developing countries, in Gambia and Rwanda.

Abstract: Purpose: The main purpose of this research is to do an exploratory study on the role of controllers in state-owned enterprises in developing countries, specifically in Gambia and Rwanda. The study aims also at identifying challenges that controllers are facing and how they manage them and also showing the key differences between controllers in State-owned enterprises (SOEs) and private enterprises. Theoretical foundation: Theories we used in this research are based on previous literature and research done by previous scholars and publishers who wrote on controllers' roles, control systems, SOEs, private enterprises and developing countries. From the literature that authors read, they were able to find the research gap and construct research questions. Methodology: The authors of this thesis adopted a qualitative research method based on exploratory research approach. Data collection method adopted is a semi-structured interview with people holding controller positions of SOEs and private enterprises in Gambia and Rwanda. Conducting these interviews was aimed at collecting enough information and data that can be analysed in order to get a deeper understanding of the role of controllers in SOEs of developing countries. Data collected were analysed and interpreted through thematic analysis that helped the authors to identify key areas of discussions. Empirical findings: The empirical results were generated from the interviews conducted with eleven controllers from Gambia and Rwanda. These findings were discussed in connection to the literature at the same time answering the research questions and fulfilling the purpose of this research. The research findings show that controllers in SOEs have a series of challenges, among them corporate governance challenges and undue political interference, how controllers mitigate their challenges, by adhering to their financial and procedure manual. The findings provide that controllerin the private sector are more into profit than controllers in SOEs