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La référence du texte en anglais est la suivante : Bennasr A., Verdeil É., 2014, An 'Arab Spring' for Corporatization? Tunisia's National Electricity Company (STEG), in MacDonald D. (éd.), Rethinking Corporatization: Public Utilities in the Global South, London/New York: ZED BOOKS LTD, p.88-106 ; International audience ; STEG, the Tunisian public company for electricity and gas, has been created in 1962 and has since operated as a major state tool for national integration and social and economic development. Rural and urban electrification is among its main achievements. Since the 1990's, the company has followed a more commercial-oriented approach, with the aim that tariff reflect the full production cost and to prevent the growth of the manpower. Such a contractualization policy with the state can be regarded as a corporatization policy. With the Tunisian revolution in 2011, this policy is being challenged. On the one hand, STEG has hired numerous new employees ; on the other hand, it is under financial pressure due to non-payment and agressions. The energy transition toward renewable energy, and pressures from international money funders, push for a liberalization of the electricity sector at a time where increasing energy demand makes strong investments necessary. STEG is a turning of its history. ; La Société tunisienne d'électricité et de gaz (STEG), créée en 1962, opère depuis lors comme un outil majeur d'intégration nationale et de développement économique et social au service de l'Etat tunisien. Parmi ses principales réalisations figurent l'électrification urbaine et rurale. Depuis les années 1990, la STEG a adopté une orientation plus commerciale, avec l'objectif que son tarif corresponde à son coût de production intégral, et de limiter la croissance de son effectif. Cette politique, connue sous le nom de contractualisation, peut être décrite comme une forme de corporatisation. Avec la révolution de 2011, cette politique est soumise à plusieurs défis. D'une part, la STEG a recruté ou régularisé un ...

La référence du texte en anglais est la suivante : Bennasr A., Verdeil É., 2014, An 'Arab Spring' for Corporatization? Tunisia's National Electricity Company (STEG), in MacDonald D. (éd.), Rethinking Corporatization: Public Utilities in the Global South, London/New York: ZED BOOKS LTD, p.88-106 ; International audience ; STEG, the Tunisian public company for electricity and gas, has been created in 1962 and has since operated as a major state tool for national integration and social and economic development. Rural and urban electrification is among its main achievements. Since the 1990's, the company has followed a more commercial-oriented approach, with the aim that tariff reflect the full production cost and to prevent the growth of the manpower. Such a contractualization policy with the state can be regarded as a corporatization policy. With the Tunisian revolution in 2011, this policy is being challenged. On the one hand, STEG has hired numerous new employees ; on the other hand, it is under financial pressure due to non-payment and agressions. The energy transition toward renewable energy, and pressures from international money funders, push for a liberalization of the electricity sector at a time where increasing energy demand makes strong investments necessary. STEG is a turning of its history. ; La Société tunisienne d'électricité et de gaz (STEG), créée en 1962, opère depuis lors comme un outil majeur d'intégration nationale et de développement économique et social au service de l'Etat tunisien. Parmi ses principales réalisations figurent l'électrification urbaine et rurale. Depuis les années 1990, la STEG a adopté une orientation plus commerciale, avec l'objectif que son tarif corresponde à son coût de production intégral, et de limiter la croissance de son effectif. Cette politique, connue sous le nom de contractualisation, peut être décrite comme une forme de corporatisation. Avec la révolution de 2011, cette politique est soumise à plusieurs défis. D'une part, la STEG a recruté ou régularisé un ...

A heterogeneous private sector dominates healthcare provision in many middle-income countries. In India, the contemporary period has seen this sector undergo corporatisation processes characterised by emergence of large private hospitals and the takeover of medium-sized and charitable hospitals by corporate entities. Little is known about the operations of these private providers and the effects on healthcare professions as employment shifts from practitioner-owned small and medium hospitals to larger corporate settings. This article uses data from a mixed-methods study in two large cities in Maharashtra, India, to consider the implications of these contemporary changes for the medical profession. Data were collected from semistructured interviews with 43 respondents who have detailed knowledge of healthcare in Maharashtra and from a witness seminar on the topic of transformation in Maharashtra's healthcare system. Transcripts from the interviews and witness seminar were analysed thematically through a combination of deductive and inductive approaches. Our findings point to a restructuring of medical practice in Maharashtra as training shifts towards private education and employment to those corporate hospitals. The latter is fuelled by substantial personal indebtedness, dwindling appeal of government employment, reduced opportunities to work in smaller private facilities and the perceived benefits of work in larger providers. We describe a 'reprofessionalisation' of medicine encompassing changes in employment relations, performance targets and constraints placed on professional autonomy within the private healthcare sector that is accompanied by trends in cost inflation, medical malpractice, and distrust in doctor-patient relationships. The accompanying 'restratification' within this part of the profession affords prestige and influence to 'star doctors' while eroding the status and opportunity for young and early career doctors. The research raises important questions about the role that government and medical ...

A heterogeneous private sector dominates healthcare provision in many middle-income countries. In India the contemporary period has seen this sector undergo corporatisation processes characterised by emergence of large private hospitals and the takeover of medium-sized and charitable hospitals by corporate entities. Little is known about the operations of these private providers and the effects on healthcare professions as employment shifts from practitioner-owned small and medium hospitals to larger corporate settings. This article uses data from a mixed-methods study in two large cities in Maharashtra, India, to consider the implications of these contemporary changes for the medical profession. Data were collected from semi-structured interviews with 43 respondents who have detailed knowledge of healthcare in Maharashtra, and from a witness seminar on the topic of transformation in Maharashtra's healthcare system. Transcripts from the interviews and witness seminar were analysed thematically through a combination of deductive and inductive approaches. Our findings point to a restructuring of medical practice in Maharashtra as training shifts towards private education and employment to those corporate hospitals. The latter is fuelled by substantial personal indebtedness, dwindling appeal of government employment, reduced opportunities to work in smaller private facilities, and the perceived benefits of work in larger providers. We describe a 're-professionalisation' of medicine encompassing changes in employment relations, performance targets and constraints placed on professional autonomy within the private healthcare sector, that is accompanied by trends in cost inflation, medical malpractice, and distrust in doctor-patient relationships. The accompanying 're-stratification' within this part of the profession affords prestige and influence to 'star doctors' while eroding the status and opportunity for young and early career doctors. The research raises important questions about the role that government and medical professionals' bodies can, and should, play in contemporary transformation of private healthcare, and the implications of these trends for health systems more broadly.

In the 75th year of its independence from colonial rule, India confronts grave challenges to its economic and social development and to its democracy. Civil society in India has led the achievement of development goals and civil and political rights since the Gandhian movement of the early 20th century. Presently, however, it finds itself confronting a confluence of crises. The marginalisation of civil society actors by a private sector empowered by economic liberalisation, on the one hand, and majoritarian, populist political forces has only been exacerbated by the COVID-19 pandemic of the past 2 years. This working paper builds on a lecture delivered on November 26, 2021, at the London School of Economics Department of International Development as part of the #CuttingEdge series. It traces the origins and growing strengths of the forces ranged against civil society and points toward the actions necessary to confront them.

English
Universities and other institutions of higher learning now encounter far more challenges and are subjected to an unprecedented level of external scrutiny. All providers of higher education today inhibit a more competitive world where resources are becoming scarcer, but at the same time they have to accommodate increasing demands from the local community as well as changing expectations from parents and employers. In such a policy context, universities are now much more governed by market ideologies and the corporate discourse of efficiency and effectiveness, which also suggests that the lifestyle of academics is affected as well. This article examines how universities in Hong Kong are affected by the ethos of 'academic capitalism', with particular reference to the processes of corporatisation and marketisation of higher education.

When the New Zealand Government restructured the system of the public funding of research (1990-1992) it created Crown Research Institutes (CRIs) as companies operating in a global, market-led economy. One CRI, YCo1 , responded to this environment by corporatisation and instituted a normative system of control of workers which, through strategic plans, vision and mission statements, and performance assessment processes, encouraged workers to adhere to company goals. This paper, reporting on an ethnographic study of this CRI, shows how most scientific workers (technical staff and scientists alike) experienced insecurity through estrangement because the contributions they wished to make were less valued both in society and in their work organisation. They were excluded from participation in both organisational and Government policy-making, and felt they did not 'belong' anymore. Scientists in particular were also experiencing alienation (in the Marxist sense), as they were losing autonomy over the production of their work and its end use. Scientific workers developed tactics in order to resist these experiences and ostensibly comply with organisational goals while maintaining and protecting their self-identities, and making their work meaningful. Meanwhile the work of the CRI continued.

This paper sets out an archival account of events leading up to the mass agencification of the British civil service by the Thatcher administration (1979‐1990). This account holds lessons for contemporary understandings of the ideological roots and institutional structures of corporatisation. When Thatcher came to power in 1979, she wanted to make government "efficient" through the adoption of "business‐like" practices. We show that this project was grounded in her Methodist upbringing and the emerging neoliberal economic theories of Friedrich Hayek and Milton Friedman. Thatcher's efforts to instil a "market mentality" were met with stubborn resistance from a bloc of Ministers and senior civil servants. We find that Thatcher used agencification to break this resistance. Agencification removed Ministerial control over service delivery and saw "business‐like" managers placed in charge of the newly created agencies. This curtailed the workings of democracy. Like Thatcher's agencification, corporatisation today imperils democracy in pursuit of "efficiency".

In the last decade, the higher education systems in Hong Kong & Singapore have experienced the processes of marketisation & corporatisation. Public universities are under constant pressures to restructure themselves to become more entrepreneurial & globally competitive. The principal goal of the article is to compare & contrast how & why governments in Hong Kong & Singapore have increasingly adopted more pro-competition policy tools, especially when indirect policy instruments have become increasingly popular in governing higher education in these East Asian Tigers. The present article also examines whether & how these Asian developmental states have really reduced their capacity in managing the public sector particularly when the "liberalising & marketising trends" are more globally driving their choices & options of policy tools. Tables, References. Adapted from the source document.

In the last decade, the higher education systems in Hong Kong and Singapore have experienced the processes of marketisation and corporatisation. Public universities are under constant pressures to restructure themselves to become more entrepreneurial and globally competitive. The principal goal of the article is to compare and contrast how and why governments in Hong Kong and Singapore have increasingly adopted more pro-competition policy tools, especially when indirect policy instruments have become increasingly popular in governing higher education in these East Asian Tigers. The present article also examines whether and how these Asian developmental states have really reduced their capacity in managing the public sector particularly when the "liberalising and marketising trends" are more globally driving their choices and options of policy tools.