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Organizational Changes Resulting from the Privatization of State Enterprises

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  • Kent Springdal
  • Martha Mador

Abstract

Agency and public choice theories, though commonly used, can only provide a static approach to the study of privatization and often neglect the cultural, contextual and organizational settings of the enterprises affected by privatization. The authors present a new model which can be used to understand the organizational processes involved in a successful privatization. This article analyses the academic literature on privatization, describes the cases of two privatized Swedish companies and then offers suggestions for further research.

Suggested Citation

  • Kent Springdal & Martha Mador, 2004. "Organizational Changes Resulting from the Privatization of State Enterprises," Public Money & Management, Taylor & Francis Journals, vol. 24(1), pages 69-80.
    • Handle: RePEc:taf:pubmmg:v:24:y:2004:i:1:p:69-80
    DOI: 10.1111/j.1467-9302.2004.00395.x
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    Cited by:

    1. Ashfaq Ahmad Khan & Wiqar Ahmad, 2013. "Matching resources with demand: a flawed strategy?," Asia-Pacific Development Journal, United Nations Economic and Social Commission for Asia and the Pacific (ESCAP), vol. 20(1), pages 63-89, June.

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