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Article

Geoff Lancaster and Gerry Brierley

The article in the previous issue provided a background to privatisation and highlighted how previously nationalised companies were managing the transition of change. This…

Abstract

The article in the previous issue provided a background to privatisation and highlighted how previously nationalised companies were managing the transition of change. This article continues this theme at a more detailed level and presents details of applied research into three formerly nationalised companies, namely: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. It concluded that pre privatisation, notions of quality service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their new parent company. The two companies that have adopted a marketing culture seem to have fared better than the one company with a strong financial culture. Despite the moves towards being more marketing orientated it is also concluded that all three companies were having difficulty in breaking free from an inbred philosophy of production orientation.

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Journal of Research in Marketing and Entrepreneurship, vol. 2 no. 3
Type: Research Article
ISSN: 1471-5201

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Article

Geoff Lancaster and Gerry Brierley

The transition from a product driven to market driven culture has enforced changes in management style in previously nationalised companies. This article examines the…

Abstract

The transition from a product driven to market driven culture has enforced changes in management style in previously nationalised companies. This article examines the background to the phenomenon of privatisation in the United Kingdom and explores current practice. The transition to change over two decades has brought about more demanding and value conscious customers along with a technological revolution in information technology. Corporate culture is seen as the litmus test in shaping changes in performance, and a strong culture is an important factor in unifying the social dimensions of an organisation. Privatisation has seen changes emerge in some companies more dominantly than in others. The principal purpose of this paper is to use this background as a building block to describe the detailed empirical research that has been conducted within three previously nationalised companies. This research is reported in the next issue of this journal.

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Journal of Research in Marketing and Entrepreneurship, vol. 2 no. 2
Type: Research Article
ISSN: 1471-5201

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Article

Geoff Lancaster and Gerry Brierley

Examines the background to privatisation in the UK and explores current practice. The transition to change over two decades has brought about more demanding and…

Abstract

Examines the background to privatisation in the UK and explores current practice. The transition to change over two decades has brought about more demanding and value‐conscious customers along with an information technology revolution. Corporate culture is seen as a litmus test, shaping changes in performance and unifying the social dimensions of an organisation. Privatisation has seen changes emerge in some companies more dominantly than in others. Uses this background as a building block to articulate detailed empirical research that has been conducted within three formerly nationalised companies: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. Concludes that pre‐privatisation, notions of quality of service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their parent company. Two companies that have adapted a marketing culture seem to have fared better than the company with a strong financial culture. All three companies experienced difficulty in breaking free from an inbred philosophy of production orientation.

Details

International Journal of Public Sector Management, vol. 14 no. 4
Type: Research Article
ISSN: 0951-3558

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Article

Brian Waterfield, B. Herod and Peter Moran

The ISHM—Japan Chapter, comprising some 500 members, was represented at ISHM '84 by 60 members, 30 of whom attended as a group. Twelve papers were presented by Japanese…

Abstract

The ISHM—Japan Chapter, comprising some 500 members, was represented at ISHM '84 by 60 members, 30 of whom attended as a group. Twelve papers were presented by Japanese delegates at the Conference held in the Loews Anatole Hotel from 17–19 October.

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Microelectronics International, vol. 2 no. 1
Type: Research Article
ISSN: 1356-5362

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Article

Clive Bingley, Helen Moss and Clive Martin

WITH, several days later, some residue yet of disbelief, allow me to tell you that at the end of October L actually went dancing. After an interval of 15 years since I…

Abstract

WITH, several days later, some residue yet of disbelief, allow me to tell you that at the end of October L actually went dancing. After an interval of 15 years since I last electrified my system in similar fashion, I may further tell you that dancing is no longer what it was.

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New Library World, vol. 78 no. 12
Type: Research Article
ISSN: 0307-4803

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Article

PARLIAMENT passed the Equal Pay Act in 1970 and it comes into full force at the end of 1975. In the meantime a Government order could increase the pay of women to at least…

Abstract

PARLIAMENT passed the Equal Pay Act in 1970 and it comes into full force at the end of 1975. In the meantime a Government order could increase the pay of women to at least 90 per cent of men's by December 31st next year. Like other legislative forays into the industrial world in recent years, this Act, despite its deceptively simple title, bristles with problems and will greatly change the country's economic life.

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Work Study, vol. 21 no. 9
Type: Research Article
ISSN: 0043-8022

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