The privatization experience in Malaysia: Integrating build-operate-own and build-operate-transfer techniques within the national privatization strategy

The Malaysian privatization program is perhaps the most ambitious program found amongst developing or emerging market economies. While the program did not immediately flourish, it is characterized by its development of a well structured institutional framework and creative use of a series of highly innovative restructuring and privatization techniques, the most exciting being the Build-Own-Operate and Build-Operate-Transfer methods.     

The role of government in Poland's economic transition: Ideas and experience from the recent past

Privatization is undoubtedly the sine qua non longrun mechanism for revitalization and modernization of the Polish economy. Weak governance and institutional weaknesses inherent with the political and economic transition have manifested in poor performance of the privatization program. Krawczyk and Lopez-Lopez summarize personal experience with the Polish restructuring and privatization programs and provide insightful comment for policy makers and program designers modelling the Polish experience.     

The privatization of telecommunications services: The case of Argentina

The Argentine telecommunications system is characterized by its poor quality of service. A deep national economic crisis and a huge fiscal deficit, combined with worldwide changes in the telecommunications sector, lead the Argentine government to the privatization of ENTel beginning in 1989. Herrera provides a detailed account of the economics surrounding the decision to privatize and the privatization program itself.     

British privatization: Evaluating the results

The 24 studies reviewed here reveal that nine of the 13 primary objectives of the U.K.'s privatization program have substantially been achieved. Privatization has reduced the size and scope of government, reduced political interference in management decisions, freed government funds so they can be used in sectors of the economy other than state-owned businesses, created a free market economy, promoted domestic investment, benefited the economy through higher returns on capital invested in privatized businesses, generated new sources of tax revenue, broadened domestic equity ownership and promoted equity ownership among employees of privatized businesses. Most of the research reviewed concludes that privatization has reduced the government's budget deficit; provided consumers with improved service, better quality, more choices, new products and lower prices; and improved the efficiency and performance of privatized firms. Finally, most of the studies reviewed report mixed results regarding the privatization program's success at reducing government control of business.     

The Impact of the Concession of 14 Regional Greek Airports on Passenger Traffic

Journal of Industry, Competition and Trade - Greece implemented an extensive privatization program in the past decade, which included the concession of 14 regional airports for a period of...     

The privatization program of the city of St. Petersburg

The privatization program of the City of St. Petersburg is unique in its approach. With over 15,000 enterprises in the City's portfolio, a select group of companies were chosen for pilot transactions prior to creating overarching institutional framework. Drawn from field experience, Bogdanowicz-Bindert and Ryan analyze program progress to date and attempt to draw lessons applicable to a wider spectrum of companies, not only in St. Petersburg, but in Russia in general.     

Privatization in Italy: Roundtable discussion with Paolo Savona the italian minister of industry

Over the last few years, the Italian government has intensified its privatization program of state-owned industries. Since 1989, it has privatized the banking and food industries and will begin work on the telecom and insurance industries in late 1994. Paolo Savona, the Minister of Industry, has been in part responsible for these reforms. In his comments to the Italian Academy of Advanced Studies at Columbia University, he outlines the constitutional and cultural difficulties that Italy has faced in its privatization program, and asserts that through reducing the public debt, improving efficiency, and enlarging capital and other markets, the Italian economy will be better prepared for the 21st Century.     

中国城市水务产业民营化的绩效评价实证研究

本文从总量水平、生产效率、利润和普遍服务水平四个方面构建了中国城市水务产业民营化的绩效评价指标体系,运用1990-2009年的数据检验了民营化对有关指标的影响。检验结果表明,民营化对增加城市水务产业供水总量和利润均有显著影响,但民营化对提高生产效率和普遍服务水平均没有显著影响。从分析结果看,城市水务产业利润增加很可能是由于水价提高造成的,因此政府必须建立有效的价格管制体系。同时,政府在推进民营化的过程中,应出台激励政策引导民营资本进入管网建设领域,以提高普遍服务水平。     

Exploring corporate entrepreneurship in privatized firms

This paper reports an analysis of whether state-owned enterprises (SOEs) increase their levels of corporate entrepreneurship after privatization. The study uses agency theory to discuss why SOEs display little entrepreneurial behavior and how privatization may alter this situation by changing firms’ systems of controls and incentives. The study also uses a sample of Spanish firms for its empirical research. Data on these firms were available for three years before and after privatization. The findings show that corporate entrepreneurship increases after privatization when firms are in highly competitive industries, either because competition was greater after privatization or because the firm was already in a highly competitive industry. In summary, corporate entrepreneurship in privatized firms seems to be favored by two factors, a change of ownership and competition.     

Maximum-Revenue and Optimum-Welfare Tariffs in International Mixed Duopoly: Does the Order of Firms’ Move Matter?

This paper examines the effect of privatization on the priority of the maximum-revenue tariff and the optimum-welfare tariff in a mixed oligopoly with partial privatization and foreign competition. Major findings of this paper are that: firstly, in a mixed duopoly with partial privatization and asymmetric marginal costs, when the marginal cost of the privatized firm is higher than a critical value, the optimum-welfare tariff will be lower than the maximum-revenue tariff regardless of the order of firms?? move; secondly, if the degree of privatization is sufficiently high and cost is symmetric, the optimum-welfare tariff will be higher than the maximum-revenue tariff; thirdly, if the degree of privatization is sufficiently high and the domestic firm is highly ineffective in production, under Stackelberg public leadership, the optimum-welfare tariff is low and then it is more possible that the optimum-welfare tariff is lower than the maximum-revenue one.     

Selling privatization politically

The number of privatization transactions occurring in the world continues to grow apace. Predictions are that over $6 trillion in privatization assets will be sold over the next 20 years.¹ And while the academic debate continues, practitioners continue to garner lessons on how to overcome both technical and political obstacles to implementing privatization transactions. The emerging lessons indicate that it is possible to achieve considerable efficiency and welfare gains from privatization. The real challenges are in finding creative mechanisms for overcoming the political impediments to privatization. The author analyzes the shift in focus from whether efficiency gains are possible with privatization to how to distribute the benefits. Recent innovations to address political constraints are analyzed, such as the greater use of markets to assess the value of firms, the use of giveaways to garner political support, and the array of instruments available to appease nationalistic fears of foreign takeover.     

The value-added of investment bankers in privatizations

Investment bankers are important advisors both to vendors and acquirers in privatization transactions. Their utility is derived from a thorough understanding of the process of privatization and from their objectivity in assessing and valuing an enterprise. While the international profile and large size of most privatizations are seemingly attractive, predictable pitfalls can be expected. Gallo's “ten rules of thumb” provide wise counsel to investment banks currently in or contemplating entry into the market for privatization services.     

公用事业民营化进程中的政府规制重构

民营化逐渐成为西方国家公用事业改革以及政府治理模式变革的基本潮流，并对后发展中国家的行政改革产生了巨大的示范作用。转型中国的公用事业民营化在约束条件、目的、绩效评估等方面与发达国家有所区别；对政府合理边界的确定是民营化改革成功的关键，要以破除行政性垄断为突破口、依法规制为核心、适当放松规制为原则、建立相对独立的规制机构为保障重构政府规制体系，促进公用事业的发展。     

Privatization of health care services in Canada: Reform or regress?

The emergence of the privatization of health care services as one of the dominant health policy issues in many western industrialized countries is no doubt related to a number of factors, including rising health care costs, fiscal crisis in the form of budgetary deficits, charges of public waste and mismanagement and underfunding, the onset of a new era of political and fiscal conservatism, and professional and corporate antipathy to certain aspects of publicly financed health insurance schemes. The paper discusses the meaning of privatization and stresses the importance of recognizing the different forms of privatization and the need to assess these forms against well specified health policy objectives. Current and proposed forms of privatization in Canada are described and evaluated. It is concluded that there are sound arguments against privatization through user fees for insured physician and hospital services. As for the other forms of privatization there are confusing and inconsistent findings that preclude a definitive conclusion as to the wisdom of a general push for privatization. It is stressed that there are not many empirically established facts about the likely effects of privatization and the many claims about the virtues of privatization are far from substantiated by careful research. In the absence of such evidence the push for reprivatization seems, as some critics have pointed out, ideologically motivated.     

Rigorous privatization: The New Zealand experience

New Zealand's experience with privatization is considered by many to be as near “textbook” as the circumstances of politics and business will permit. Franks' analyzes the privatization strategies followed in radically reforming an economy driven by state-owned enterprises.     

Effectiveness and Efficiency in Privatization Advertising

The privatization of a number of British nationalized industries during the 1980s involved the use of substantial marketing and, in particular, advertising expenditure. When the same or similar activities are repeated, some experience or learning curve effect can be expected, such that the relative efficiency of performing that activity rises. From an examination of the objectives for and the process of privatization, a learning curve effect might be expected that would result in a progressive lowering of privatization marketing and advertising costs.

The data on privatization from 1981 to 1989 shows the expected learning curve effect for total marketing cost, the total cost reducing over subsequent privatizations. However, the relative cost of advertising first rose and then failed to fall, even when the objectives for privatization changed from widening share ownership to deepening it. The expected learning curve is not then observable, leading to the conclusion that inefficiency existed in the advertising of privatizations, particularly in the late 1980s, and that considerable sums could have been saved if a different strategy had been followed.     

Determinants,Structure, and Impact of Privatization

Summary

The focus of the paper are determinants of the rate and structure of privatization processes and thus the impact of privatization as exemplified by the case of Poland seen from the comparative perspective. The determinants can be grouped into the main factors, that is those not affecting the privatization processes directly (e.g., macroeconomics issues) and privatization-specific factors (directly affecting the process). The paper tries to dispel some popular and persistent myths concerning the impact of privatization and other transition processes.     

Privatization in Saudi Arabia: Is slow beautiful?

The aim of this article is to abridge the dearth of academic research on Saudi Arabia's privatization strategy, which is touted by government as key to empowering the business community in the largest economy in the Middle East and North Africa region. Whereas some contend privatization has moved at a slow pace and that the business model employed for privatizing public enterprises lacks commercial business efficiency standards, government retorts that, guided by an organized and sequential process, privatization has been successful. This article maintains that if privatization is to confer the benefits claimed for it and sway international investors equipped with modern managerial skills and technical know‐how, authorities need to accelerate privatization and subject enterprises to steadfast market competitive forces. © 2009 Wiley Periodicals, Inc.     

Privatization in Russia: What Should be a Firm?

This paper examines a variety of issues associated with the restructuring of Russian industry prior to privatization, from a transactions cost perspective. It is argued that none of the components of the industrial hierarchies inherited from the Soviet system corresponded closely to firms in a modem market economy. Moreover, product–level concentration of production created potential monopoly problems. Ideally, it would have been desirable to restructure Russian industry to create efficient organizations and competitive market structures prior to privatization. However, political and information constraints precluded widespread fine tuning of the existing industrial hierarchies prior to privatization. Given these constraints, the decision of the Gaidar government to focus privatization on ’enterprises’, i.e. the smallest organizational units within the industrial hierarchies, was sensible and led to significant deconcentration of Russian industry. Policies with regard to voluntary separation of subunits of enterprises and aggregation of enterprises prior to privatization also helped to promote deconcentration. Significant additional restructuring of Russian industry is expected now that the mass privatization has been completed.     

Policy transfer and policy inertia: privatization in Taiwan

In recent years, privatization seems to have been more talked about than carried out in a number of countries. This study looks at the progress of privatization in Taiwan in the light of the literature on policy transfer. Although the government of Taiwan announced a privatization programme in the late 1980s, by the end of 1998 sales of state-owned enterprises had occurred much more slowly than planned. The first part of the article reviews the literature on policy transfer. Policy transfer has been described as the process by which policies transfer from one country to another due to mimetic, normative or coercive effects. Taiwan's privatization programme is then reviewed and the main barriers to change are identified. The study concludes by considering the implications of Taiwan's record on privatization for our understanding of policy transfer in an international context.