Use this URL to cite or link to this record in EThOS:
Title: The privatization of state-owned enterprises in Egypt : a study of organizational and behavioural consequences
Author: Abdel-Kader, Ahmed Farouk
ISNI:       0000 0004 2704 9605
Awarding Body: University of Aberdeen
Current Institution: University of Aberdeen
Date of Award: 2010
Availability of Full Text:
Access from EThOS:
Full text unavailable from EThOS. Please try the link below.
Access from Institution:
This thesis examines the relationship between methods of privatization of State-Owned Enterprises (SOEs), organizational change and performance.  It explores the organizational “black box” between privatization and performance to look at the way privatization affects firm performance through the internal changes within organizations in a developing country (Egypt) context. This thesis develops an integrated theoretical model and examines the impact of privatization methods on a subset of the organizational variables in the Model of Organizational Performance and Change (Burke and Litwin, 1992), namely: management practices, organizational climate, and organizational performance, which are believed to affect the way privatization impacts upon either positively, or negatively, the internal environment of the firm. The theoretical model was validated in a single cross-sectional empirical study of 199 participants. Of the 15 hypotheses in this study, 12 were supported and 3 were not. There were statistical differences among the post-privatization performance of former SOEs according to their method of privatization.  The thesis adds knowledge about the reasons why privatization can produce mixed outcomes and how post-privatization performance is complex and depends on factors outside and inside organizations.  It is reasonable to suggest that privatization success of failure is a function of the method of privatization used, the degree of concentration of ownership, the degree of restructuring, and the deregulation and liberalization of the economic environment. Results add further evidence to support the view that the benefits of privatization are not merely a consequence of transferring ownership of SOEs to private parties.  Privatization is most effective when followed by a major internal transformation. The simplest and most effective way to facilitate post-privatization organizational changes is to replace the top management team. This tends to create new management practices that the SOEs did not have.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available
Keywords: Privatization ; Egypt