Post-privatization performance and organizational changes: Case studies from Ghana

Tsamenyi, Mathew; Onumah, Joseph Mensah; Tetteh-Kumah, Edmund

doi:10.1016/j.cpa.2008.01.002

Cited by 52 publications

(45 citation statements)

References 29 publications

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“…Moreover, the state support of the private organizations encouraged them to develop a more competitive, market-oriented culture. The results of the current study, in this regard, are consistent with findings from other countries with similar economic structures and transformations (Cunha, 2000;Daniel, Stephanie, & Paulo, 2004;Ferrreira et al 2004;Forster & Mouly, 2006;Tsamenyi, Onumah, & Tetteh-Kumah, 2010, Vo & Nguyen, 2011. In general, these results found that private organizations were more oriented toward people training and welfare, on one hand, and toward market and competition, on the other hand.…”

Section: Discussionsupporting

confidence: 82%

Determinants of Work Relation Perception: Organizational Culture in Egyptian Workplaces

Mohamed¹

2013

IJPS

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This study aimed at investigating different types of organizational cultures common in Egyptian workplaces and how they might be influenced by the type of ownership (governmental, public, or private), the region in which the organization exists (Cairo, North Egypt, or South Egypt), and the organization size (large vs. small (Patterson et al. 2005). OCM was based on the Competing Values Model and was designed to assess the four basic dimensions of the model, and it went further to define specific components (which ranged from 2 to 6) for every dimension, with 4 to 6 items for each component. In the OCM, the Clan culture was renamed Human Relations culture, which includes 6 dimensions, and Hierarchy culture became Internal Process culture and included 2 components. Similarly, Adhocracy culture was renamed Open System culture with 3 components, and Market culture was renamed Rational Goal culture with 6 components. A sample of 158 employees working in different professions participated in the study. Their ages ranged between 19 to 62 years old and their mean age was 34.94 years (SD = 10.61). 82 (52%) were males ad 76 (48%) were females. A 3X3X2 MANOVA of the data was conducted. Results indicated that private organizations got higher scores on Human Relations, Open System, and Rational Goal cultures than governmental organizations (but not necessarily the public ones). On the other hand, organizations in North Egypt and Cairo got higher scores than their counterparts in South Egypt in Human Relations (integration and training), Open System (innovation) and most components of Rational Goal culture. However, South Egypt organizations showed higher level of Internal Process (familiarization and tradition) than the organizations in Cairo and North Egypt. As for Organization size, it has in general a limited effect on organizational culture but large organizations showed significantly higher level of Internal Process (familiarization) and Rational Goal (efficiency) cultures than small ones, which showed higher level of Open System (innovation) culture. The patterns of interactions showed that public organizations in the north can have higher level of Open System culture (innovation) than their private and governmental counterparts. Also, Human Relations culture (especially training) can be important in small, family-owned organizations in South and North Egypt in comparison to Cairo. Moreover, although private organizations tend to give employees more independence and responsibility, the large ones tend to be more restrictive and formal than public and governmental ones, especially in Cairo (where they usually have their central headquarters). Counter to the common belief, Rational Goal culture (work quality and pressure to work) were higher in governmental organizations in South Egypt than private and public ones because of the limited resources available to the private section in this region.

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Section: Discussionsupporting

confidence: 82%

Determinants of Work Relation Perception: Organizational Culture in Egyptian Workplaces

Mohamed¹

2013

IJPS

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“…Overall, we consider the SBSC to be a promising framework for integrating strategy and sustainability in corporations if the concept is not interpreted too rigidly but seen as an approach for sustainability-oriented organisational development. (Zingales 2010) • ALPHA 1 (Zingales 2010) • Axel Springer AG (Schaltegger and Dyllick 2002) • Lloyds TSB plc 7 (Avlonas and Swannick 2009) • Novo Nordisk Oswald, 2008, 2009;Parisi and Hockerts 2008) • Tata steel (Joseph 2008) • PC Ltd. 1 ; SC Ltd. 1 (Tsamenyi et al 2010) • Unaxis Balzers AG (Schaltegger and Dyllick 2002) • EDP Produção (Dias-Sardinha et al 2007) • Sonãe (ibid. )…”

Section: Discussionmentioning

confidence: 99%

“…Adding a performance perspective dedicated to environmental and social objectives is thus uncontroversial (see the A0 architecture in Figure 4; e.g. Schneider and Vieira 2010; Tsamenyi et al 2010). Two or more individual perspectives can also be created for environmental and social goals (Hubbard 2009).…”

Section: Add Onmentioning

confidence: 99%

The Sustainability Balanced Scorecard: A Systematic Review of Architectures

2014

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The increasing strategic importance of environmental, social, and ethical issues as well as related performance measures has spurred interest in corporate sustainability performance measurement and management systems. This paper focuses on the balanced scorecard (BSC), a performance measurement and management system aiming at balancing financial and nonfinancial as well as short and long-term measures. Modifications to the original BSC which explicitly consider environmental, social, or ethical issues are often referred to as sustainability balanced scorecards (SBSCs). There is much scholarly discussion about SBSC architecture and how it can be designed to relate performance dimensions, strategic objectives, and the logical links among these elements. To synthesise the widely scattered research findings and publications on the SBSC, we conducted a thematic analysis in a systematic literature review containing 69 relevant articles spanning a period of two decades.We found that sustainability-oriented modifications of the BSC architecture are motivated by instrumental and social/political to normative theoretical perspectives. Moreover, these modifications can be mapped with a typology of generic SBSC architectures. The first dimension of the typology describes the hierarchy between performance perspectives and strategic objectives and how it is related to the organisational value system. The second dimension describes how sustainability-related strategic objectives are integrated into SBSC performance perspectives and how this is related to corporate sustainability strategy. This study contributes to the development of the emerging SBSC literature and practice and, more generally, to research on corporate sustainability performance measurement and management. We conclude with a research agenda and implications for management.

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“…Financial support has often been contingent on, amongst other things, the enlistment of accounting, on the grounds that this will create the necessary accountability in the national financial system to reduce public-sector corruption and enhance market efficiency. However, the drive to deploy accounting for this purpose must be viewed alongside the fact that the outcomes of accounting-linked privatisation in developing countries (Hawley, 2000;Uddin and Hopper, 2003), notably those of Africa (Andrews, 2013;Nellis, 2008), have often proved management of privatised entities (Tsamenyi, Onumah, & Tetteh-Kumah, 2010). The accounting concept of fair value is described as a rational and unbiased estimate of the potential market price, which reflects and reinforces a "faithful representation of reality" and enhances market efficiency in the global economy through better diffusion of real-time information on objective asset and liability valuations (Boyer, 2007).…”

Section: Introductionmentioning

confidence: 99%

Privatisation and accountability in a “crony capitalist” Nigerian state

Bakre

Lauwo

2016

Critical Perspectives on Accounting

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A B S T R A C TNigeria is richly endowed with oil and gas resources, but the country's continued reliance on loans from international financial institutions raises questions about the transparency and accountability of its utilisation of the huge revenues resulting from these two resources. In order to attract international capital to bolster its revenues from sales of oil and gas, a huge proportion of which continues to be used corruptly, the World Bank has encouraged the Nigerian government to subscribe to neoliberal economic policies by enlisting accounting firms and privatising state-owned enterprises. Key justifications for this have included enhancing accountability, reducing public-sector corruption, promoting market efficiency and attracting international capital. However, this paper presents evidence of the role of accounting in the undervaluation of assets, concealment of possible malpractice, and subversion of the accountability that it should have delivered in the privatisation process. The assumption that accounting will enhance accountability, reduce public-sector corruption and promote market efficiency in privatisation, and ultimately attract investment into a crony capitalist Nigerian state, appears to be an illusion created partly through the apparent legitimacy of accounting.

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Post-privatization performance and organizational changes: Case studies from Ghana

Cited by 52 publications

References 29 publications

Determinants of Work Relation Perception: Organizational Culture in Egyptian Workplaces

Determinants of Work Relation Perception: Organizational Culture in Egyptian Workplaces

The Sustainability Balanced Scorecard: A Systematic Review of Architectures

Privatisation and accountability in a “crony capitalist” Nigerian state

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