Abstract
Popular belief is that ownership change (from public to private) brings about improved performance. But (i) ownership displays a spectrum, not an either/or; (ii) degree of competition is conceptually and often actually independent of ownership; and (iii) so is change‐of‐ownership's assumed instruments for improving performance, change in managerial incentive structures and reporting structures. The article surveys the relevant theories, popular and scholarly, and develops models for testing the relationships between status change (ownership) and performance (indices of productivity, profitability etc.), and between status change and internal organizational change (indices of reorganization and of linkage), in a small number of British organizations which underwent change in recent decades. Preliminary results of one or two analyses illustrate the methods and the possibilities.
Keywords
IncentiveProfitability indexLinkage (software)Competition (biology)ProductivityOrganizational changeOrganizational performancePublic sectorBusinessIndustrial organizationPublic ownershipEconomicsPublic economicsPublic relationsMicroeconomicsMarketingPolitical scienceEconomic growthFinanceEconomy
Affiliated Institutions
Related Publications
Why Higher Takeover Premia Protect Minority Shareholders
Posttakeover moral hazard by the acquirer and free‐riding by the target shareholders lead the former to acquire as few sharcs as necessary to gain control. As moral hazard is mo...
Institutions, Institutional Change and Economic Performance
Continuing his groundbreaking analysis of economic structures, Douglass North develops an analytical framework for explaining the ways in which institutions and institutional ch...
Uncertain Imitability: An Analysis of Interfirm Differences in Efficiency under Competition
Causal ambiguity inherent in the creation of productive processes is modeled by attaching an irreducible ex ante uncertainty to the level of firm efficiency that is achieved by ...
Toward a Theory of Organizational Culture and Effectiveness
This paper develops a model of organizational culture and effectiveness based on four traits of organizational cultures; involvement, consistency, adaptability, and mission. The...
The Costs and Benefits of Ownership: A Theory of Vertical and Lateral Integration
Our theory of costly contracts emphasizes the contractual rights can by of two types: specific rights and residual rights. When it is costly to list all specific rights over ass...
Publication Info
- Year
- 1988
- Type
- article
- Volume
- 66
- Issue
- 4
- Pages
- 363-388
- Citations
- 72
- Access
- Closed
External Links
Social Impact
Altmetric
PlumX Metrics
Social media, news, blog, policy document mentions
Citation Metrics
72
OpenAlex
Cite This
Andrew Dunsire,
Keith Hartley,
David Parker
et al.
(1988).
ORGANIZATIONAL STATUS AND PERFORMANCE: A CONCEPTUAL FRAMEWORK FOR TESTING PUBLIC CHOICE THEORIES.
Public Administration
, 66
(4)
, 363-388.
https://doi.org/10.1111/j.1467-9299.1988.tb00701.x
Identifiers
- DOI
- 10.1111/j.1467-9299.1988.tb00701.x