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IMPLEMENTING PRIVATISATON : SOCIAL CHANGE AS A DISCOVERY PROCESS
Author(s) -
Nott David
Publication year - 2005
Publication title -
economic affairs
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.24
H-Index - 18
eISSN - 1468-0270
pISSN - 0265-0665
DOI - 10.1111/j.1468-0270.2005.00547.x
Subject(s) - transparency (behavior) , accountability , process (computing) , social change , lead (geology) , business , social enterprise , public relations , process management , political science , economics , economic growth , computer science , geomorphology , geology , law , operating system
Philanthropists and social change practitioners have successfully advanced privatisation worldwide over the last three decades. Social change can be thought of as a discovery process in which measures of effectiveness are an invaluable tool for creating transparency and accountability for results. These processes organise knowledge and lead to the invention of better ways of doing things. Examining privatisation as a case study opens a broader consideration of the philanthropic enterprise, including barriers to change, diffusion of innovation, and the use of products to lead change. An examination of the processes which led to privatisation also shows how entrepreneurial philanthropy has promoted privatisation.