Post-Privatisation Changes in Firm Activities, Performance and Management Control : An Empirical Study on Malawian Based Firms

The Purpose of the study is to explore how internal and external factors affect the relations among privatisation, management control system (MCS) changes and firm performance. The research method took a form of case study method, which allows a qualitative research approach. It gives a description of the data collection analysis methods used. The greater part of the data is collected by means of in depth interviews and various secondary sources. The data analysis method used is mainly qualitative. It also explains the relations among the companies of the conceptual model. Further, an outline is given of the measurement methods to assess firm performance. Focuses on the empirical results of case studies conducted in Malawi, three manufacturing firms: Bakhresa Grain Milling Company Limited, Dairibold Malawi Limited and Illovo sugar company Malawi Limited. This detailed investigation shows how MCS practices are actually evolving, what changes are taking place, and the influence of conceptual factors on the process of change, firm operations and performance. It also explains the challenges that case firms are facing. The limitations of the study are found in its focus on a specific country Malawi and specific companies Bakhresa, Dairibold and Illovo. There is also little literature that explains MCS practices from the perspective of firms in less developed countries (LDC). Neither is there much literature available about the impact of MCS change on firm performance in the context of LDC. It has been argued in literature that there is lack of empirically based research to explore and effectively analyse the perception hold by management and employees within organisations with respect to post privatisation effects. This paper presents the results of post privatisation changes in firm activities, performance and management control as an empirical case study focused on Bakhresa, Dairibold and Illovo. The work allowed the identification of various perceptions held by management and the degree to which these perceptions are similar