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Tanzania has been undergoing privatization and structural reform since the 1980s. With the dissolution of the Tanzanian Tea Authority (TTA), the parastatal organization concerned with tea development, many smallholder farmers have become reliant on local estates, owned by transnational corporations, for purchasing tea, and providing inputs. Both smallholders and estate managers want smallholder tea production to increase, but a number of barriers prevent this from happening. This research is based on interviews with smallholders and estate managers. It analyzes the obstacles to sustainability and makes a number of suggestions for overcoming them. [ABSTRACT FROM AUTHOR]

Abstract: As the performance outcome of privatization is prevalently considered a critical dimension of policy efficacy, the empirical research in this field so far has provided policy-makers with rich but inconclusive evidences. Furthermore, many studies comparing the same-firm performance before and after privatization overlook the diverse factors shaping the post-privatization environment. With the ANCOVA models on a sample of 34 privatized entities in Taiwan, this study examines, from the policy-fit view, the efficiency effects of policy measures in support of ownership transfer. Contextual and organizational factors, including market openness, continued state presence on boards, and SOE health, are used to capture the sources of productivity gains of privatization. Implications developed are relevant for the policy design of privatization. [Copyright &y& Elsevier]

The article reports on the concept of privatization that changed the values of political and administrative actors who hold power. Privatization in Great Britain began at the margins of public policy and worked its way inward. Privatization was quickly reflected in the dominant public discourse employed by policy-makers. Privatization was sold as a means to deal with under performing, loss making public enterprises. Policy learning, a feature of any reform agenda, was therefore a significant issue in the emergence of privatization as a viable, fully worked out policy.

Reforming the public sector has been on the agenda of nations throughout the world since the late 1970s. Fiji is no exception. It has embarked on reforming its commercial and industrial enterprises since the late 1980s. The government of Fiji has reformed most of its enterprises with an avowed objective of enhancing profitability, productivity, efficiency and accountability. This paper makes an attempt to share some of the experiences of public enterprise reform process in Fiji. It aims to analyze the background, process, contents and impact of the reform and examine the factors impeding the reform program. It highlights that (a) both internal and external factors were responsible for introducing reforms; (b) the reform efforts have not been able to produce desired results; (c) the structural inadequacies in institutions and organizations have created bottlenecks in the reform process; and (d) uncertainty in the political sphere has contributed further to policy shifts. [ABSTRACT FROM AUTHOR]