Abstract
The privatization of state-trading enterprises (STEs) is posited as enabling dynamic upgrading. Malaysia has trialled this approach through Padiberas Nasional Berhad (BERNAS) as the lead firm in charge of development in the rice industry. Using published information, this study makes a longitudinal analysis at the structure, conduct, and performance post privatization through the global value chain theory. It shows that the entity has developed from a rice importation monopoly into a virtual monopoly/monopsony in rice value chain stages. In that patronage system, privatization and concentrated market structure have limited upgrading opportunities to their associated partners. Concurrently, it has morphed to a private company. The efficacy of allowing the pillar of national food security to be controlled by a private monopoly needs close examination. Only through that can governments ensure that broader social and development objectives are met, while minimizing the risks associated with both excessive reliance on a particular firm and the abandonment of competition.
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