Thesis (Ph. D.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references (leaves 208-218). Available also in a digital version from Dissertation Abstracts.

Thesis (Ph. D.)--University of Hong Kong, 2003. / Includes bibliographical references (leaves 274-312).

published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

Not available / text

The Government of National Unity (GNU) came into power in 1994 and was immediately confronted with severe problems. In particular, the government was faced with the problems of high rate of unemployment, low economic growth, high rate of inflation, and high fiscal deficits. As part of the measures to address the fiscal deficits problem, the government has approved a process of privatisation and restructuring the state assets. To this end, sector specific task teams have been established and given the mandate to develop major options for the privatisation and restructuring process. There are some issues of concern in the planning of privatisation and restructuring process. The major issues of concern include, the identification of enterprises to be privatised and when and how to privatise public enterprises. Further, privatisation transactions, like any other sale, require a buyer and a seller. Here, the process raises three fundamental questions: (a) should the state-owned enterprise be sold? If yes, should it be disposed of in its entirety or sold off in segments ?; (b) to whom should state assets be sold?; and (c) at what price should the assets be sold? There is also a distributional problem which often results from the pricing of asset being privatised. Discounts on the market and underpricing of asset often result in the transfer of wealth to the new owners from the wider public and tax payers. The process can also affect consumers through changes in both the level and structure of prices of the newly privatised enterprises. It can also be costly to employees of the enterprises being privatised if there are layoffs by the new. owners unless they are offered severance packages. That is why privatisation is, sometimes, open to opposition by unions and public in general. This study reviews literature on privatisation with the aim to bring about the issues, processes, and problems involved in the process. In doing this, the study examines the privatisation experiences of some developed and developing countries with a view to providing some lessons that South Africa could learn from these experiences. The review suggests that South Africa can reduce its stock of debt and finance its expenditure by utilising proceeds from the sale of some of the state assets. In addition, the efficiency ofthe state enterprises can be enhanced ifthe ownership of some of them is transferred to the private sector. Privatisation of state assets, however, comes with costs. The critical concerns regarding the implementation ofthe process are; the openness of the process to political opposition for fear of economic concentration of wealth to rich individuals and public sector unions opposition for fear ofjob losses oftheir members; the setting and determining the market price of the public enterprise in advance of sale. In some cases the tenders fail to reach the reserved price whereas in others the offers are oversubscribed. In the former case, the risk is perceived to be greater that in the latter. Although public offering may be a preferred method, in an economy with underdeveloped financial markets, flotation of shares to the public may not be feasible. Despite these likely problems, privatisation can bring productive gains if it is well planned and managed. / Thesis (M.Comm.)-University of Natal, Pietermaritzburg, 1997.

This study constitutes an attempt to analyse the impact of privatisation upon an organisation. The literature on privatisation suggests that one aspect of the process is the creation of new organisational form. In particular, it is believed that the influence of accounting may increase with the introduction of a new commercial ethos. The study traces this change in a privatised Malaysian Telecommunication Company, using Laughlin's model (1991), and Greenwood and Hinnings'(1988) work on organisational tracks to provide a theoretical framework. The research was carried out as an explanatory case study, using the interpretative approach.Information was obtained from documents and from interviews, during the course of four visits to Malaysia,including a three-month attachment to the organisation.To the best of the researcher's knowledge, this is the first such study to be conducted on a public sector organisation in a developing country. The findings of the study may be summarized as follows: (1) Accounting emerged as visible in the organisation, with elements of the accounting system increasingly prevailing in the design archetype, with a new emphasis on planning,budgeting, responsibility accounting, accountability, and performance appraisal. (ii) At the same time, accounting was not able to penetrate into the first level, i.e. the values and beliefs, of the interpretative model, leaving the organisation in a 'schizoid' position (Greenwood and Hinnings, 1988) i.e. tension between the engineering and accounting systems. Colonization change has not taken place, as engineering is reemerging in the organisation because of inherited values, rapid technological advancement of the industry and increasing demand for telecommunication services. The assimilation of financial and commercial values appears to be limited, largely confined to fundamental planning. In addition to shedding light on the accounting and organisational consequences of privatisation, this research suggests that organisational change should be examined more from the process point of view, as it was found that there are interconnections or interrelations between the first, second and third phases of disturbance to the organisation. Moreover, accounting can no longer be studied in isolation, as it is influenced by the economic, organisational and political context. Finally,the study has assisted in the development of Laughlin's skeletal model.

There is no universally applicable privatisation model, and each country needs to adopt an approach which takes account of its local context. This study devises an appropriate design and implementation procedure for the privatization of Indonesia's state enterprises by developing a Corporate Performance Measurement model and an Asset Topography. / Thesis (PhD)--University of South Australia, 2008.

The aim of this research was to identify environmental factors and relationships affecting employees that relate to successful privatisation in Australian organisations. The ultimate goal was to give organisations, boards and governments, valuable insights into how they might better manage employees through significant change initiatives. / Three studies were conducted. The first involved semi-structured interviews with seven steering committee members to ascertain their views on what variables contribute to successful privatisation. / The second utilised a questionnaire to poll privatisation survivors opinions on what assisted them personally with the change process. Selected participants from eight organisations undergoing privatisation were invited to complete a survey designed to measure the impact of eleven key factors. Of 120 invited participants, 78 responded. Following a simultaneous and stepwise multiple regression analysis three emerged as significant and independent predictors of employees perception of successful privatisation. These were Leadership, Positive Change and Organisational Culture and Values. These three variables accounted for 43% of the variance in employee scores of a perceived successful change process. / A follow up study was conducted to ascertain how the organisations were performing 10 years on from privatisation. / Thesis ([PhD(BusinessandManagement]))--University of South Australia, 2005

Thesis (DoctorateofBusinessAdministration))--University of South Australia, 2005.

Diss. Stockholm : Handelshögskolan, 2007.