Czech Privatization

Mertlík, Pavel

doi:10.1080/00128775.1997.11648620

Cited by 21 publications

(3 citation statements)

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“…In the immediate period after the collapse of communism in 1989, the managers of stateowned enterprises in the (then) Czechoslovakia were in a powerful position to control the privatisation of their enterprises (Brom & Orenstein, 1994;Coffee, 1996;Grime & Duke, 1993;Mertlík, 1997;Tucker, 2000). They could restructure the organizations and dispose of assets with very little over-sight by shareholders who were often inexperienced in corporate governance practices (Dlouhý & Mládek, 1994;Myant, 1999, pp.…”

Section: Autodil Post-1989: the Transition Economic Pressures And The Joint Venturementioning

confidence: 99%

Foreign direct investment and the undertow of history: Nationhood and the influence of history on the Czech-German relationship

Soulsby

2020

Business History

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Since the fall of Communism in 1989, the Czechs have received considerable foreign direct investment from Germany. But the historical relationship between the Czechs and Germans has long been a difficult one. The legacy of the past still overshadows the relationship between the Czech Republic and Germany even after the accession of the Czech Republic to the European Union. The article examines how Czech managers in a joint venture with a German organization drew upon narratives and metaphors of the history of their relationship and historical stereotypes of German behaviour rather than economic explanations to understand and explain their experience of a failed joint venture.As we are coming to the middle of the century it seems as though the spectre of nationalism is once again falling across Europe. The purpose of this study is to explore how the legacy of history and national identity in a transforming post-communist society (the Czech Republic) still affects attitudes towards a historically more powerful neighbouring European country. The analysis is carried out from a business history perspective by looking at narratives of company managers in the Czech Republic who took part in a failed joint venture with a German multinational company.As Berger (2009, p. 492) notes, individual memory is different from history because it necessitates presence in and the experience of an event. However, collective memory includes elements or events that individuals did not directly experience. But individuals can internalise this collective memory which is presented to them through a mixture of public and private narratives. Therefore collective memory is always contested and the result of attempts to give meaning to the past. The empirical basis of the article is an account of a Czech-German joint venture. The study will explore how the Czech managers drew upon national historical perceptions and stereotypes of the Czech-German relationship in order to make sense of their experience of participation in a failed joint venture. The managers developed a consistent internal narrative account of the experience to explain their strategic decisions and responses (Kroeze & Keulen, 2013, p. 1266 and p. 1281Ooi, 2002). The role of narratives in developing shared understanding and collective sense-making is an important element in developing legitimacy and acceptance (Boyce, 1995). Their interpretation of the

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Section: Autodil Post-1989: the Transition Economic Pressures And The Joint Venturementioning

confidence: 99%

Foreign direct investment and the undertow of history: Nationhood and the influence of history on the Czech-German relationship

Soulsby

2020

Business History

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“…This was the time of the 'Wild East'. The rush to privatize enterprises had created a weak system of controls (Kenway and Klvacova, 1996;Mertlík, 1997;Pavlínek, 2002;Sanders, 2006). This was an institutional environment in which widespread abuse was evident in illegal privatization deals, insider trading and the 'tunnelling' of company assets by managers (Myant, 1999), an illegal practice whereby shareholders took out company assets or profits for their own benefit, leaving an empty corporate shell.…”

Section: The Transition Period Privatization and Control Over Managersmentioning

confidence: 99%

“…Another bank, GHI, reluctantly took over Vols's shares under pressure from the Czech government, and the debts were passed on to the Consolidation Fund. The GHI bank confirmed Mr FV in his position and insisted on Vols taking on more experienced directors but did not take an active interest in developing the strategy of the company (Kenway and Klvacova, 1996;Mertlík, 1997;Pavlínek, 2002;Sanders, 2006). This was a time when there were increasing internal clashes between the heads of the different divisions.…”

Section: The Magician's "Fall From Grace"mentioning

confidence: 99%

Historical Organization Studies

2020

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Today, understanding our past is more urgent than ever to inform our future. This book makes a fantastic job of discussing fundamental issues to make sense of history in organization studies. The book is a must-read for all academics who are interested in producing solid organizational studies historical accounts as well as to understand how history has been discussed in organization studies." Professor Rafael Alcadipani, Fundação Getúlio Vargas, FGV-EAESP, São Paulo "The authors in this volume venture audaciously into the interdisciplinary worlds of management studies and history. The outcome is a book which marks a serious advance in showing how business and management can incorporate history more dynamically in research, and benefit greatly as a result." Professor Geoffrey Jones, Isidor Straus Professor of Business History, Harvard Business School "This volume takes an important next step in the further development of the 'historical turn' in organization studies by bringing together theoretical, methodological and empirical insights. Through compelling narratives from all parts of society, it demonstrates how the interplay between history and organization studies advances our reflexivity and ability to engage in the future." Professor Majken Schultz, Centre for Organizational Time, Copenhagen Business School "There is a need for historical organization studies. This book not only explains why this is the case but also what it means. The rich collection of empirical examples helps us understand the various approaches that can be taken and how they can contribute to organization studies. Highly recommended reading!" Professor Eero Vaara, Hanken School of Economics and Saïd Business School, University of Oxford "This collection demonstrates the extent to which the promise of Historical Organization Studies-the interplay between creative historical research and innovative organizational theory-is becoming a reality. Along with an introduction by four leading scholars that maps out the intellectual terrain of the field, the chapters demonstrate the variety of different ways in which scholars are integrating history and theory to generate new insights about organizations and organizing. I would especially recommend the volume for early career researchers interested in learning about a dynamic and emerging field of organizational scholarship." Professor

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Privatization and Business Valuation in Transition Economies

Aggarwal

Harper

2001

Financial Innovations and the Welfare of Nations

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Czech Privatization

Cited by 21 publications

References 1 publication

Foreign direct investment and the undertow of history: Nationhood and the influence of history on the Czech-German relationship

Foreign direct investment and the undertow of history: Nationhood and the influence of history on the Czech-German relationship

Historical Organization Studies

Privatization and Business Valuation in Transition Economies

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