Privatization and culture change : a Brazilian case study
By: SALAMA, Alzira
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ArticlePublisher: 2002International Public Management Journal 5, 2, p. 195-204Abstract: In this qualitative research article. I describe the organizational culture change associated with the privatization of Usiminas, a large steel-making concern. In particular, I focus on human resource management practices, which are considered by management theoristics to be the basic catalysts of culture change. A remarkable transformation occurred in Usiminas' culture, its performance, and its managerial procedures and practices when privatization and market deregulation caused massive changes in the business environment. To what extent were the changes that followed privatization caused by privatization? Could these kinds of changes have occurred if Usiminas had remained a public enterprise? Although the change in ownership was not the direct cause of organizational changes, a newly competitive environment and managers' new values were influential factors
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
In this qualitative research article. I describe the organizational culture change associated with the privatization of Usiminas, a large steel-making concern. In particular, I focus on human resource management practices, which are considered by management theoristics to be the basic catalysts of culture change. A remarkable transformation occurred in Usiminas' culture, its performance, and its managerial procedures and practices when privatization and market deregulation caused massive changes in the business environment. To what extent were the changes that followed privatization caused by privatization? Could these kinds of changes have occurred if Usiminas had remained a public enterprise? Although the change in ownership was not the direct cause of organizational changes, a newly competitive environment and managers' new values were influential factors
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