Description: Foreword xi The Report Team xiii Acknowledgements xv Definitions xvii Introduction and Overview What Makes for Success in State Enterprise Reform? Contracting: What Works, What Doesn't, and Why The Politics of Reforming State-Owned Enterprises What Can Be Done to Spur Reforms and Improve Outcomes 1. Bureaucrats Are Still in Business State-Owned Enterprise Sector Remains Large Despite Increasing Divestiture How SOEs Affect Economic Performance Conclusion Notes 2. Success and Failure in SOE Reform Measuring Success and Failure What Reform Characteristics Distinguish Successful Reformers? Divestitute and SOE Reform Outgrowing Stated-Owned Enterprises: An Alternative to Divestiture? Divestitute Alone Is Seldom Enough Improving SOE Performance through Competition Hard Budgets Financial Sector Reform Changing the Relationship between Governments and SOE Managers Conclusion Appendix 2.1: Reforms to Open SOE Markets to Competition and Introduce Hard Budget Constraints Appendix 2.2: Financial Sector Reform Notes 3. Contracting: What Works, What Doesn't, and Why How Incentive Factors Interact to Influence Outcomes Performance Contracts: With Public Managers Management Contracts: With Private Managers Regulatory Contracts: With Private Owners Conclusion Notes 4. The Politics of SOE Reform Assessing Condition I: Political Desirability Assessing Condition II: The Political Feasibility of SOE Reform Assessing Condition III: The Credibility of State-Owned Enterprise Reform Explaining and Predicting Reform Success Conclusion Appendix 4.1: The Politics of State-Owned Enterprise Reform: Additional Evidence Notes 5. How to Spur Reforms and Improve Outcomes How to Tell Whether a Country Is Ready to Reform What to Do in Countries Not Ready for SOE Reform What to Do in Countries Ready for SOE Reform What to Do with SOEs That Cannot Be Divested Conclusion Notes Implications for Foreign Assistance Statistical Appendix References

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