Privatization and Corporate Control in the Czech Republic

Dlouhý, Vladimír; Mládek, Jan

doi:10.2307/1344605

Cited by 20 publications

(14 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The institutional landscape of Czech business was deeply affected by the adoption of the voucher method to privatize state property. It concentrated ownership in the hands of state bank‐owned Investment Privatization Funds (IPFs) and minimized investment in technologically weak SOEs (Brom and Orenstein, 1994; Dlouhý and Mládek, 1994). It also unwittingly created an opaque ‘web of cross‐ownership’ between political, financial and industrial players (Brom and Orenstein, 1994; Kenway and Klvačová, 1996; Spicer et al., 2000), resulting in allegations of corruption and banking scandals that affected business confidence until 1998, when market institutions like bankruptcy and corporate governance began to be enforced (Mertlík, 1998; Pavlínek, 2002).…”

Section: The Post‐socialist Context and Organizational Changementioning

confidence: 99%

“…In contrast, post‐socialist managers were expected to think strategically, act innovatively, take on responsibilities and restructure their enterprises to reflect market‐economic principles (Carlin and Landesmann, 1997; Meyer and Lieb‐Dóczy, 2003). Restructuring included downsizing, decentralizing and divisionalizing their enterprises and breaking off smaller independent units (Dlouhý and Mládek, 1994; Lízal et al., 1995; Zemplinerová and Stíbal, 1995).…”

Section: The Post‐socialist Context and Organizational Changementioning

confidence: 99%

See 1 more Smart Citation

Understanding Top Management and Organizational Change Through Demographic and Processual Analysis*

Clark

Soulsby

2007

J Management Studies

View full text Add to dashboard Cite

Top management theory has been strongly influenced by demographic studies of top management teams (TMTs), but not by research into organizational adaptation to conditions of extreme institutional turbulence. This article analyses the transformation of a post-socialist enterprise through a combination of demographic and processual methods to develop an enriched account of the micro-processes through which top management constructed organizational change. Adding layers of narrative data and processual explanation directly addresses the well rehearsed problems in demographic TMT studies. From the findings, we propose a set of theoretical arguments that conceptualizes top management in terms of management regimes, to which TMTs are politically tied and through which they seek to realize their values and strategies in organizational outcomes. Copyright Blackwell Publishing Ltd 2007.

show abstract

Section: The Post‐socialist Context and Organizational Changementioning

confidence: 99%

Section: The Post‐socialist Context and Organizational Changementioning

confidence: 99%

Understanding Top Management and Organizational Change Through Demographic and Processual Analysis*

Clark

Soulsby

2007

J Management Studies

View full text Add to dashboard Cite

show abstract

“…Restitution immediately following the Velvet Revolution did not come from the agenda of the Czechoslovak economic reformers (Dlouhý & Mládek, 1994). There were fears that restitution would hold up or complicate the process of privatisation.…”

Section: Louzek | 979mentioning

confidence: 99%

Czech privatisation 25 years later

Loužek

2018

World Economy

View full text Add to dashboard Cite

Privatisation is still a hot political topic today and divides economists as well as politicians and the general public. The paper aims to capture the Czech privatisation in its historical, economic and political contexts. The first part explains the difference between transitional privatisation and standard privatisation. The second part examines the interests in the privatisation process. The third part discusses the privatisation methods used in the Czech Republic. The fourth part offers an international comparison.

show abstract

“…From 1991 onwards, in this privatisation phase, most large SOEs had to devise privatisation strategies using the well-documented methods (e.g. Kotrba 1995;Dlouhý/Mládek 1994;Mládek 1993). Privatisation took place over a variable period, its length depending on enterprise-specific circumstances.…”

Section: The Broad Patternsmentioning

confidence: 99%

Enterprise Fragmentation in the Czech Transformation: Emerging Patterns of Dependence and Independence

Clark¹

2001

JEEMS

View full text Add to dashboard Cite

Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence.

show abstract

Privatization and Corporate Control in the Czech Republic

Cited by 20 publications

References 0 publications

Understanding Top Management and Organizational Change Through Demographic and Processual Analysis*

Understanding Top Management and Organizational Change Through Demographic and Processual Analysis*

Czech privatisation 25 years later

Enterprise Fragmentation in the Czech Transformation: Emerging Patterns of Dependence and Independence

Contact Info

Product

Resources

About