The restructuring of large firms in the Slovak Republic1

Abstract

AbstractThis paper examines case study evidence of large Slovak firms chosen to represent a wide range of initial conditions, privatization techniques and success with restructuring. We document the ownership changes and restructuring actions of firms. We then re‐examine several hypotheses about firm restructuring in the light of this new evidence. In particular, we show that the majority of large Slovak firms have successfully restructured in the absence of foreign investors and government‐led restructuring programmes. The study also generates some new queries on the effectiveness of different privatization methods in enhancing corporate governance and improving access to skills and capital. We find that privatization to insiders through management‐employee buy‐outs did not hamper firm restructuring, at least in the initial years after privatization, as the new owners (old managers) invested heavily in new technology, laid off a substantial part of their workforce, sought foreign partnerships, and were prepared to sell controlling stakes to outsiders in return for fresh financial resources. The evidence also suggests that the mass privatization programme in the Slovak Republic did not result in weak corporate governance since it was followed by a rapid consolidation of outsider ownership. This is in contrast to the anecdotal evidence for Georgia, Russia and Ukraine which opted for mass privatization to insiders (managers and employees)