| Titre | Entreprises publiques et développement | |
|---|---|---|
| Auteur | Georges Blanc, Jean-Pierre Anastassopoulos | |
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Revue | Politiques et management public |
| Numéro | vol. 1, no 1, mars 1983 | |
| Rubrique / Thématique | Articles |
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| Page | 49-84 | |
| Résumé anglais |
In most LDCS, especially in those which are actually industrializing, the public sector is very large and plays a key role in the development process. The article focuses on large public enterprises, and puts a particular emphasis on the relationship between corporate strategies and national policies. It stemms from a survey of four major sectors of Brazil and Mexico : electricity, oil, steel and telecommunications.
The first part shows that beyond their ideological and historical differences Brazil and Mexico follow very similar economic models of development, which are centered on three actors : private national companies, multinational (foreign) corporations, and public enterprises. The first ones are too weak, the second ones are faced with strong nationalism, and thus the last ones inevitably account for a very large part of the overall economic activity.
The second part analyzes the strategy of public enterprises and shows how national policies interface with them in a dialectical process. The outcome of that process is seen as largely determined by three different logics : the development stage of the country is more important in the determination of general strategic objectives and of the financing of investment, whereas the particular characteristics of a given sector of activity influences more the product-market and the technological and industrial strategies, social relations and social legitimacy being determined, last but not least, by the specific national culture of each country.
In conclusion, the article asserts that if public enterprises know best what the right technico-economical choices should be for them, and if governments should be responsible for the major political choices, the interface between the two is poorly organized, due to a lack of managerial skills in both countries. It therefore suggests that new tools, such as the french «contrats de plan» and others, be experimented over there. Source : Éditeur (via Persée) |
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| Article en ligne | http://www.persee.fr/web/revues/home/prescript/article/pomap_0758-1726_1983_num_1_1_1707 |
