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Article
Publication date: 17 October 2008

Martha Mador, Kent Springdal and Sarah Dixon

The purpose of this paper is to evaluate the usefulness and relevance of a four stage model of privatisation, based in institutional theory, to quasi‐privatised organisations.

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Abstract

Purpose

The purpose of this paper is to evaluate the usefulness and relevance of a four stage model of privatisation, based in institutional theory, to quasi‐privatised organisations.

Design/methodology/approach

The paper studies a UK organisation with changing ownership, governance, and boundaries. Historic Royal Palaces is intrinsically interesting, and resembles many quasi‐privatised organisations placed within charitable frameworks. Application of the process model reveals the governance challenges HRP faces.

Findings

The study suggests that the model is holistic and dynamic, and useful as an analytic template. It is inclusive of competitor, behavioural, and resource‐based views of the firm, and recognises that firms and their governance change over time.

Research limitations/implications

The report adds validity to the model developed by case studies from a different national context. The small number of cases is a limitation. Future research could include other types of quasi‐privatised organisation, and organisations in different national settings.

Practical implications

The model provides a helpful template for interpreting and explaining the changes enacted by organisations and their members through privatisation. Further, although largely descriptive, the model also has some predictive power. It can help policy makers and managers predict some of the key limitations of the privatisation process of a particular organisation based on the specific nature of its context and settings.

Originality/value

The detailed discussion of a quasi‐privatised organisation – an increasingly common, but little researched organisational type is significant. The development of a holistic approach for understanding organisational changes is also significant.

Details

Corporate Governance: The international journal of business in society, vol. 8 no. 5
Type: Research Article
ISSN: 1472-0701

Keywords

Article
Publication date: 1 October 2000

Martha Mador

The research into SME”s is often presented as quite distinct from strategy or general management research. This paper examines the literature on Strategic Decision Making (SDM…

1171

Abstract

The research into SME”s is often presented as quite distinct from strategy or general management research. This paper examines the literature on Strategic Decision Making (SDM) process, drawing in some findings from the SME sector which show some key similarities. The paper makes proposals for research into SDM processes in SME’s, which would clarify both the general management theory and theory relating to SME’s.

Details

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

Keywords

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