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عنوان فارسی مقاله:

محرک ها، انتظارات و نتایج حاصل از فرآیندهای خصوصی سازی 2000-2009 M&A از فعالیت صنعتی kibbutzim اسرائیل


عنوان انگلیسی مقاله:

Motives, expectations and results of the 2000–2009 M&A privatization processes of the industrial activity of Israeli kibbutzim

سال انتشار : 2016




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مقدمه انگلیسی مقاله:

1. Introduction

Kibbutzim during the past two decades, like cooperatives worldwide, have undergone structural changes to adjust themselves to an external economic environment that is characterized by increasing competition and globalization. Similar to the changes in many cooperatives around the world (Chaddad & Cook, 2004; Royer Jeffrey, 1999), kibbutzim shifted from centralized control of all of their business units toward a decentralized model of management. The above structural changes were accelerated due to their serious financial crisis in the late 1980s, in which most of the kibbutzim collapsed financially and many industrial firms that were owned by the kibbutzim either closed or postponed their investment plans access to credit markets disappeared after the crisis. Some industrial firms that were established and owned by kibbutzim developed unique know (For example firms that manufacture irrigations systems and food processing) became very successful by utilizing their manufacturing knowhow abroad through erecting plants in the target countries. In order to overcome financial obstacles in the credit market, the kibbutzim started to raise capital through new methods that were not ideologically common before the crisis. These meth-ods included initial public offerings (IPOs) on the Tel Aviv Stock Exchange (TASE) and mergers and acquisitions (M&A) with the help of private equity firms. In order to better understand the roots and the implications as well as the results of this new financial trend, one has to at least understand the basic features of the kibbutzim. The kibbutz was described by as a “whole cooperative” Buber (1950), uniting production and consumption within the same cooperative. Since the 1990s, kibbutzim have been transformed from the collective model into the market model, with salaries for the members of the kibbutz (Palgi, 2002). Kibbutzim that underwent these changes are of a new type of kibbutz that is called a “renewed kibbutz” (Russel, Hanneman, & Getz 2011). So far, the privatization has been primarily related to salaries, and the business units remained collectively owned by the kibbutz members (Russel et al., 2011). Privatized kibbutzim are managed by standards that are determined by the competitive environment (Levi, 2001), where the general assemblies of the kibbutzim intervene only in cases of significant crucial decisions.1 The changes in the managerial patterns of the industrial firms that are owned by kibbutzim included significant changes in kibbutz life. The total guarantee of the kibbutz for the common needs of its members has been reduced to a partial guarantee, and the level of communal cohesion has decreased.2 Similar to the findings of Fulton (1995) in Canada, Palgi (2002) also notes that the members of the kibbutzim have scarified the core values of cooperation and have become more individualistic. The privatization process also occurred along with demographic changes. The founding generation passed away, and the second generation grew old, with the third generation reachingmidlife. The fourth generation has started to manage the kibbutzim. In 2010, most of the labor inside the kibbutzim and their industrial firms was performed by nonmembers, while more than one-third of kibbutz members worked outside of their kibbutzim (Russel et al., 2011).



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کلمات کلیدی:

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