Airport privatization
In: Proceedings of the Academy of Political Science, Band 36, Heft 3, S. 74-82
ISSN: 0065-0684
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In: Proceedings of the Academy of Political Science, Band 36, Heft 3, S. 74-82
ISSN: 0065-0684
In: Bank of Italy Temi di Discussione (Working Paper) No. 663
SSRN
Working paper
In: American economic review, Band 92, Heft 1, S. 240-258
ISSN: 1944-7981
We analyze politically motivated privatization in a bipartisan environment. When median-class voters a priori favor redistributive policies, a strategic privatization program allocating them enough shares can induce a voting shift away from left-wing parties whose policy would reduce the value of shareholdings. To induce median-class voters to buy enough shares to shift political preferences, strategic rationing and underpricing is often necessary. In the extreme, this may lead to free share distribution and voucher privatization. Shifting voting preferences becomes impossible when strong ex ante political constraints require large upfront transfers to insiders or when social inequality is extreme.
In: Policy studies review: PSR, Band 13, Heft 3-4, S. 215
ISSN: 0278-4416
Over the last 20 years, Mexico redefined the role of the state in its economy through an ambitious program to liberalize trade, promote efficiency and reduce the size and scope of the state-owned sector. In Mexico, privatization led to a significant improvement in firm performance, as profitability increased 24 percentage points and converged to levels similar to those of private firms. From this increase, at most 5 percent can be attributed to higher prices and 31 percent to transfers from workers, with the remaining 64 percent representing productivity gains. There is evidence that privatization provides other social benefits, as greater access to services, which usually follows privatization, leads to welfare gains for the poorest consumers that outweigh any increase in prices. Moreover, an often-overlooked aspect of privatization is its fiscal impact, whereby the proceeds from the sale are augmented by reduced subsidies and increased taxes and can help pay off debt or finance social spending. The Mexican privatization program can provide a valuable guide to privatization dos and don'ts: First, the privatization process must be carefully designed and run in a transparent way. Special requirements such as bans on foreign direct investment or cash-only payments lead to substantial price discounts for firms sold, while simplicity breeds competition and leads to higher prices. A transparent program can also help quell the tendency of politicians to favor their friends by tweaking the rules of the game. Second, restructuring firms prior to privatization is counterproductive in raising net sale prices and should be avoided. Governments spend substantial resources on politically motivated investment or efficiency programs that are not valued by bidders and which can rarely be justified on the social ground on which they are sold. Additionally, restructuring programs lengthen the privatization process considerably and lower prices for firms sold— in the case of Mexico, each month of delay reduced the sale price by 2. 2 percent. Finally, this paper argues that it is essential to carefully deregulate and re-regulate privatized firms to ensure that they behave appropriately as well as to provide a corporate governance framework to ensure firms are able to finance their operations without relying on the Government for help.
BASE
In: Review of policy research, Band 13, Heft 3-4, S. 215-234
ISSN: 1541-1338
Privatization encompasses an extraordinary range of activities involving the delivery of physical services, the delivery of social services, and even regulatory enforcement. When deciding whether to privatize, how to privatize, and to whom to privatize, policymakers should keep a number of criteria in mind. This paper specifies such criteria and reviews some of the evidence on privatization's effects.
SSRN
In: The military engineer: TME, Band 94, Heft 616, S. 41-42
ISSN: 0026-3982, 0462-4890
In: The military engineer: TME, Band 94, Heft 616, S. 33-34
ISSN: 0026-3982, 0462-4890
In many transition economies, insiders controlled state-owned firms, de facto. For such firms, we model the decision about privatization method, focusing on the choice between free distribution (so called 'mass privatization') and management-employee buyouts. We incorporate a political feasibility constraint that the revenue-maximising government cannot pay insiders to take firms off its hands. Although mass privatization apparently conflicts with revenue maximization, we show that nonetheless it may be the preferred method, and if so it will be complementary with the state continuing to own shares. Mass privatization is more likely to be chosen if the government is politically weak.
BASE
In: Public management: PM, Band 80, Heft 4, S. 3
ISSN: 0033-3611
In: Journal of international affairs, Band 50, Heft 2, S. 475-476
ISSN: 0022-197X
In: Cato policy report: publ. bimonthly by the Cato Institute, Band 18, Heft 3, S. 3
ISSN: 0743-605X
In: Orbis: FPRI's journal of world affairs, Band 37, Heft 4, S. 693-694
ISSN: 0030-4387