Premium
Organizational performance following changes in ownership: modelling post‐privatization outcomes
Author(s) -
Ramaswamy Kannan,
Von Glinow Mary Ann
Publication year - 2000
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/1099-1697(200008)9:5<297::aid-jsc500>3.0.co;2-5
Subject(s) - public ownership , context (archaeology) , business , industrial organization , organizational structure , function (biology) , public sector , organizational performance , marketing , process management , economics , management , public economics , economy , paleontology , evolutionary biology , biology
Post‐privatization performance is not simply a function of industry structure and regulatory context as it is traditionally perceived. Mere transfer of ownership from public to private bands is unlikely to improve performance. Significant organizational changes in leadership, systems, structure and cultures are essential for realizing desirable performance outcomes following privatization. An integrated model encompassing internal and external performance drivers is presented and future research directions are proposed. Copyright © 2000 John Wiley & Sons, Ltd.