Abstract
The transition from a product driven to market driven culture has enforced changes in management style in previously nationalised companies. This article examines the background to the phenomenon of privatisation in the United Kingdom and explores current practice. The transition to change over two decades has brought about more demanding and value conscious customers along with a technological revolution in information technology. Corporate culture is seen as the litmus test in shaping changes in performance, and a strong culture is an important factor in unifying the social dimensions of an organisation. Privatisation has seen changes emerge in some companies more dominantly than in others. The principal purpose of this paper is to use this background as a building block to describe the detailed empirical research that has been conducted within three previously nationalised companies. This research is reported in the next issue of this journal.
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