Edited by Paul Cook, Colin Kirkpatrick, Martin Minogue and David Parker
Chapter 6: Private sector development strategy: some critical issues
Graeme Hodge INTRODUCTION The aim of this chapter is to reflect on the concept of a Private Sector Development Strategy (PSD Strategy) and to articulate aspects of the PSD Strategies of the Asian Development Bank and the World Bank, in order to identify both commonalities and differences. These strategies are reviewed as devices for corporate direction setting and policy making in the context of privatisation of state-owned enterprises, economic regulation and competition. In particular, we consider issues arising when strategy is viewed as an evolutionary and learning phenomenon in organisations. We will explore the degree to which PSD Strategy is implementable as a coherent set of actions, as well as analysing a range of perspectives of corporate strategy. The argument will be put that PSD Strategy is essentially not strategy at all in the usual sense of corporate direction setting and policy implementation, but is a mixture of affirmations, actions, goals, aspirations and beliefs. The consequence of this is that there are large gaps between the image of corporate direction setting in Development Banks through definite initiatives for change and the actuality of generalised policy statements at senior levels, and both uncertainty and rhetorical conflict at officer level. It is also argued that, as a consequence, many of the traditional arguments, philosophical battles and failures to learn from empirical experience that have raged through decades of debate on privatisation, regulation and competition policy for development now continue beneath the surface of the PSD Strategy paradigm. So what is PSD Strategy...
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