The Evolution and Management of State Owned Enterprises

achieve activities Aharoni airline autonomy banks behavior Brazil British British Rail budget Canada capital civil servants CODELCO competition conflicts Corporation costs created Crown corporations decisions demands developing countries directors economic Economist efficiency electricity employment environment ernment exports external factors Federal foreign France funds Ghana goals governmental ideology important increased industry influence institutions interest intervention investment Italy less losses mainly major managerial managers of SOEs marginal cost ment minister ministry mixed economies MNEs monopoly natural monopolies nomic objectives organization organizational output ownership percent performance PERTAMINA political private enterprise private firms private sector problems production profits Public Enterprises public ownership public sector railroads reduce result role shareholders shares social SOE managers SOE sector State-Owned Enterprises steel strategic structure subsidies tion trade U.S. steel United Kingdom utilities World Bank Zambia