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close this section of the library Narayan, Jashwini Jothishna

View the PDF document A comparison between better performing and poor performing public enterprises : the case of government commercial companies in Fiji
Author:Narayan, Jashwini Jothishna
Institution: University of the South Pacific.
Award: Ph.D.
Subject: Government business enterprises -- Fiji -- Evaluation, Corporations,Government -- Fiji -- Evaluation
Date: 2013
Call No.: pac HD 4417 .7 .N372 2013
BRN: 1194081
Copyright:Under 10% of this thesis may be copied without the authors written permission

Abstract: Public Enterprise Reform (PER) is no new phenomenon. It has been in existence for some time now. PER programmes first began in the UK in late 1970s. Since then, state intervention in the market has been increasingly challenged. Such a challenge acquired a more ideological form with the rise of the ultra-conservative governments in the UK as well as USA. In the 1980s, both the ‘Thatcherite’ and ‘Reganomics’ doctrines elevated the role of the market in resource allocation. Not limited to the developed world, PER has become the hallmark of public policy making throughout the world, including the developing as well as the underdeveloped nations. From the 1990s, encouraged and financed by the donor agencies, the developing countries have also undertaken reforms of their public enterprises to improve their performance. Like other countries across the world, Fiji has also tried to reform its public enterprises. Public enterprises are also known as State Owned Enterprises (SOEs). With respect to past research in Fiji, few comparative studies and even fewer multiple PER related cases have been investigated. In this thesis, public enterprises of Fiji that are at different levels of financial performance will be examined. Such enterprises have experienced reforms but their financial results have been mixed. This research will compare the performance of corporatised public enterprises - the Government Commercial Companies (GCCs). A GCC is one of the four types of public enterprises in Fiji. It is also one of the two types of public enterprises wholly owned by the Fiji Government. The seven GCCs selected for this research are 1) Airports Fiji Limited, 2) Post Fiji Limited, 3) Fiji Ports Corporation Limited, 4) Unit Trust of Fiji (Management) Limited, 5) Food Processors (Fiji) Limited, 6) Fiji Hardwood Corporation Limited and 7) Rewa Rice Limited. Some of these GCCs perform well, some perform poorly. Overall, the major finding of this research is that there is no single factor that leads to better or poor financial performance. While a combination of factors, which include both the financial as well as the non financial factors affect financial performance of GCCs, this thesis finds two factors as the most important. These factors are financial independence and stakeholder relationships since most of the other factors can be connected to these two.
View the PDF document Public enterprise reforms in Fiji : how 'not' to privatise : the case of Government Shipyard and Public Slipways
Author:Narayan, Jashwini Jothishna
Institution: University of the South Pacific.
Award: M.A.
Subject: Government business enterprises -- Fiji, Privatization -- Fiji
Date: 2004.
Call No.: pac HD 4417 .7 .N27 2004
BRN: 1010507
Copyright:Under 10% of this thesis may be copied without the authors written permission

Abstract: Undoubtedly, public enterprise reforms have taken the world by storm. Likewise, Fiji is no exception. This island nation has witnessed economic recession and structural adjustment policies since 1987. Local authors assert that the reasons behind reforms in Fiji involve a combination of internal as well as external factors. The very first corporatisation process eventuated in four companies namely, Post and Telecommunications Department; Ika Corporation; Fiji Pine Commission and National Marketing Authority between 1990 and 1992. Till to date, the one and only government owned section that underwent privatisation in Fiji was the Government Shipyard and Public Slipways. Much to everyone’s dismay, the privatisation of Government Shipyard and Public Slipways (April 1996) failed miserably as the privatised entity faced receivership. This thesis discusses the ‘back to square one cycle’ with phases of: a national entity, the privatisation of it and again the re-nationalisation of it. While some say that it was the major shipbuilding project disaster and the continued unmanageable financial burden on the state that prompted this privatisation, others felt it was a political ploy for personal gains for some ministers. Whatever the actual motivations, numerous recommendations were put onto paper well before the actual privatisation process. In many instances, the workers showed great dislike for the process but the same was pushed down their throats without proper consultation and without proper education of what this concept was all about. To put it simply, this thesis highlights ‘How Not to Privatise’. vi
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