Abstract
This paper provides insights into the implementation of new public management (NPM) practices in Telecom Fiji and whether an employee share-ownership scheme was helpful in the organizational change process. The adoption of NPM practices in Fiji was part of political, economic and public sector reforms introduced after 1989 and was required by international lenders. This paper explains the background and obstacles to the reforms and how the employee share-ownership scheme persuaded employees to commercialize the service. The authors make recommendations for policy-makers in Fiji and other developing countries.
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