Foreign direct investment in Central Eastern Europe

Foreign direct investment (FDI) has a significant role to play not only in the process of accelerating privatization, but in the development and strengthening of the emerging market economies of Central Eastern Europe (CEE). The inflow of FDI into Poland up to 1994 was marginal as compared to Hungary and the Czech Republic. The following paper examines the situation in Poland and outlines what lessons can be learnt from the Hungarian experience.     

Does services liberalization benefit manufacturing firms?: Evidence from the Czech Republic

While there is considerable empirical evidence on the impact of liberalizing trade in goods, the effects of services liberalization have not been empirically established. This study examines the link between services sector reforms and the productivity of manufacturing industries relying on services inputs. Several aspects of services liberalization are considered, namely, the presence of foreign providers, privatization and the level of competition. The results, based on firm-level data from the Czech Republic, show a positive relationship between services sector reform and the performance of domestic firms in downstream manufacturing sectors. Allowing foreign entry into services industries appears to be the key channel through which services liberalization contributes to improved performance of manufacturing sectors. This finding is supported by evidence that foreign acquisitions of Czech services providers result in profound changes in the labor productivity and sales of acquired firms. As most barriers to foreign investment today are not in goods but in services sectors, the findings of this study may strengthen the argument for reform in this area.     

Business and Professional Ethics in Transitional Economies and Beyond: Considerations for the Insurance Industries of Poland, the Czech Republic and Hungary

This paper examines several key aspects of the ethical environment facing the insurance industries of Poland, The Czech Republic and Hungary as they complete the transition from Communist insurance systems built upon state-owned monopolies to viable private domestic insurance markets, and then seek to harmonize their markets with the single insurance market of the European Union. Since many types of ethical problems encountered during the transition are unlikely to diminish significantly as a result of either privatization or regulation of the insurance markets of these countries, measures are identified that should help to improve the ethical environments of these markets.     

Has the acceleration of privatization become inevitable in Bahrain?

Bahrain remains the most vulnerable Gulf country due to its limited savings and sharp rise in debt levels, leaving it exposed to high financing risks. The financial crisis has been deepened by the economic double blow of the decline in oil prices and the effects resulting from the outbreak of the coronavirus pandemic. Bahrain has decreased subsidies and increased taxes on many products. Those measures seem, however, insufficient to mitigate the negative impacts on the economy. This paper presents a model based on a comparison between fast privatization and gradual privatization strategies undertaken in some Bahraini economic sectors. It shows that the contribution of privatization to economic restructuring is only as effective as the commitment of the government to maintain a high pace of privatization. This condition can provide needed revenues, and can particularly foster private investments and initiatives. Therefore, it may represent an appropriate context to elevate Bahrain out of the present equilibrium characterized by slow privatization and government dominance on the economy.     

Eastern and Central Europe

ABSTRACT

The aim of this research is to help explain the impact of cultural variables on privatization and market entry strategies in several of the transition economies of Central Europe. The geographic area focus is on the former East Germany, Hungary, Poland, and the Czech Republic. The cultural legacy of communism involves the need to fundamentally change core values. Democratic capitalism requires a cultural re-orientation. The authors seek to examine the implications of cultural impediments and opportunities and to show how successful strategic management seeks to function in a dramatic value transition. Finally, the analysis underlines how each country as well as individual management teams have made progress under the new circumstances.     

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.     

Insider Trading, Investor Protection and an Orderly Capital Market: Lessons for the Czech Republic

A member of the Institute of Economics of the Czech National Bank reflects on what the developing Czech capital market has to learn, and how it can best protect investors. The views expressed in this paper are those of its author, Dr Dedek, and do not necessarily represent those of the Czech National Bank. This research has been sponsored by a grant awarded under the ACE Programme of the European Community. The paper has benefited from interviews with Professor Colin Mayer and other members of the Economics Department of the University of Warwick.     

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 making of an African success story: The privatization of Kenya Airways

This article explores the transformation of Kenya Airways from a loss‐making stateowned enterprise (SOE) to a very successful, profitable African airline and its relationship with KLM‐Royal Dutch Airlines. First, it analyzes the circumstances leading to the creation of Kenya Airways and then discusses the managerial and financial problems it encountered from the period it was set up until it was privatized. It also attempts to explain why and how Kenya Airways has been able to use privatization to avert liquidation. In this regard, it explores the benefits of privatization for the airline and the country as a whole and highlights lessons learned from this experience for the privatization process and strategies in Africa. © 2005 Wiley Periodicals, Inc.     

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.     

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.     

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.     

捷克与中国的经贸关系评估

捷克与中国的经贸关系正处于一个关键时期。20世纪90年代初捷克与中国的双边贸易发展并不顺利,但进入21世纪以后捷克政府和工商界高度重视与中国发展经贸关系,两国在对方的投资保持一定的水平,但远低于捷克的预期。如何扩大捷克与中国在贸易与投资方面的合作值得进一步研究。     

Privatizing a distressed state-owned enterprise: Lessons learned through privatization work in Argentina's steel sector

Governments and private investors often widely differ on the definition of value in the privatization of a state-owned enterprise. Many governments attempt to privatize businesses that have questionable potential of creating value from future operation. Mooney and Griffith discuss the issues which arise during the privatization of a “distressed” enterprise through the case experience of Sociedad Mixta Siderurgia Argentina (SOMISA).     

Privatization and Company Restructuring in Eastern Europe

Summary

The successful transition of Eastern European economies from central planning to market orientation has to include significant company restructuring in addition to privatization. At the micro level it can bring enhanced productive efficiency through changes in organizational structure, operations and financial control and the introduction of marketing as a crucial element and function of the restructured companies. At the macro level, company restructuring creates the necessary conditions for improved allocative efficiency, achieved through the transition from the monopolistic market structure of chronic deficit to a mostly competitive one able, in the longer run, to meet market demand. Restructuring is used here in the broader sense of changes in the organization's management orientation, operational processes and systems as well as in its formal structure. Restructuring is held to be both extremely complex and critical to the realization of the benefits of privatization at both macro and micro levels. Some broad hypotheses relating to common elements of the restructuring process arc introduced: a shift to a flatter, less hierarchical organization structure; the adoption of ‘western’ financial management and accounting practices and the introduction of budgetary accountability; the evolution of the marketing function and the rationalization of product ranges in the light of market needs.     

The privatization of swarzedz furniture company (SFM): Lessons from Poland's first underwritten public offering

The sale through public offering of Poland's Swarzedz Furniture Company demonstrates that relatively complex privatization transactions can be successfully implemented in economies where capital market institutions have not yet fully emerged. However, the company's performance before and after privatization suggests that a change of ownership is a necessary, but not a sufficient, requirement for effective restructuring of a state-owned enterprise in a formerly socialist economy.     

Privatization: The theme of the 1990s

Privatization has clearly become the development issue of the 1990s. While not an end in itself, privatization of state owned enterprises should be viewed as a critical element of economic adjustment. Distilled from his extensive involvement with privatization programs, Lieberman identifies the underlying rationale for privatization, presents lessons to be learned in program design, and cautions against pitfalls to successful program implementation.     

Optimal trade,industrial, and privatization policies in a mixed duopoly with strategic managerial incentives

Abstract

This paper examines optimal trade, industrial, and privatization policies in a home-market model of mixed international duopoly with strategic managerial incentives. Under linear demand and constant marginal costs, the optimal degree of privatization is shown to depend crucially on cost and demand parameters and on the availability of strategic trade and industrial policies. If both firms are equally efficient, optimal trade and industrial policies drive out the foreign firm and the privatization policy loses its effect on national welfare; however, if the home firm is less efficient, then full privatization combined with an import tariff and a production subsidy is optimal for the home country, while an export subsidy is optimal for the foreign country. If trade and industrial policies are unavailable and if both firms are equally efficient, full state-ownership, which drives out the foreign firm, becomes optimal; however, if the home firm is less efficient, only partial privatization is optimal, The state-ownership share is increased if either the market size grows, the home firm's efficiency increases, or the foreign firm's efficiency decreases. Further, the paper demonstrates the potential conflict between privatization and trade liberalization policies.     

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.     

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.