ORGANIZATIONAL STATUS AND PERFORMANCE: A CONCEPTUAL FRAMEWORK FOR TESTING PUBLIC CHOICE THEORIES

Andrew Dunsire · Keith Hartley · David Parker · Basil Dimitriou

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Public Policy and Administration Research Corporate Finance and Governance Transport and Economic Policies

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.

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References

1937The Nature of the Firm 1996Production, Information Costs and Economic Organization 1994The Management of Innovation 1971Bureaucracy and Representative Government 1980Takeover Bids, The Free-Rider Problem, and the Theory of the Corporation 1967Inside Bureaucracy 1964The Economic Theory of ‘Managerial’ Capitalism 1965Some Economics of Property Rights

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1993Performance indicators: 20 early lessons from managerial use 1995Privatization and Agency Status: Identifying the Critical Factors for Performance Improvement 1991Organisational Status, Ownership and Productivity 1991Theory and Methods in British Public Administration: The View from Political Science 1991Do changes in organizational status affect financial performance?1991ORGANIZATIONAL STATUS A PERFORMANCE: SUMMARY OF THE FINDINGS

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