: (Postgraduate Diploma in Social Science Research Methods)- Cardiff Business School- University of Wales- UK

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1 CURRICULUM VITAE Dr. Marwan Abdeldayem Associate Professor of Business & Finance 1- PERSONAL DETAILS: Surname: Abdeldayem (Dr.) First Name (s): Marwan Mohamed Address: 16 El Hoda Tower- El Bahr Alazam Street-Giza-Egypt-20 th floor Mobile Telephone Number: Marawan2000@hotmail.com 2- EDUCATION AND QUALIFICATIONS: : (Ph.D.) Cardiff Business School- University of Wales - UK Title of thesis: An examination into the impact of the Egyptian privatisation programme: with special reference to financial and operating performance : (Postgraduate Diploma in Social Science Research Methods)- Cardiff Business School- University of Wales- UK : (M.Sc. in Business Organisation)- Cairo University, Egypt (Overall grade: very good) : (BA in Business Administration) - Cairo University, Egypt (Overall grade: Excellent) 1

2 3- WORK EXPERIENCE: 1- Lecturer-Cardiff Business School- UK- Public Sector Accounting and Finance-final year undergraduate students (from August 2002 to June 2003) 2- Lecturer- Cairo university- Faculty of Commerce- Business Administration Department (between 1991 and 1999) 3- Assistant Professor, Business Administration Department, Faculty of Commerce- Cairo University (from 2003 to 2005) 4- Assistant Professor, Al Ghurair University, College of Business Studies- Dubai- UAE (from 2006 to 2008) 5-Associate Professor, University of Dubai, College of Business Administration, (AACSB Accredited College), Dubai-UAE (from Sep ) 6- Advisor of the Secretary General (Minister) of Qatar Olympic Committee Doha-Qatar (from ) 7- Associate Professor, Business Administration Department, Faculty of Commerce- Cairo University (from 2010 to present) Subjects taught between 1991 and 2009 for under graduate and MBA programs in Egypt, UAE and UK: - Introduction to Business - Management and Organizational Behavior - Principles of Financial Management - Stock Market and Portfolio Analysis - International Finance - Financial Services - International Business Management - Management of Service Organizations - Management of Entrepreneurship and Small Businesses Management - Corporate Leadership and Change Management - Operations Management & TQM0 - Marketing Management 2

3 - Sales Management - Human Resource Management 6- Training and Consultancy Experience: CONSULTANCY EXPERIENCE : Comprehensive Analysis of the Canadian Hospital-Dubai UAE participating in developing the Strategic Plan of Ministry of Environment and Water-UAE , Project Management Program for Dubai Nationality and Immigration Department Training Programs been designed and implemented in most Arab countries such as: (UAE- Saudi Arabia- Qatar- Oman- Sudan- Morocco- Syria- Lebanon- Egypt- Jordon): Marketing: - Marketing: Sales Skills and Negotiation - Developing Competitive Marketing Strategies - Beyond Customer Satisfaction - Advanced Customer Care Management Skills: - Self Management - Time Management - Crises Management: Preparing For All Risks - Knowledge Management - Strategic Management - Business Ethics - Effective Management of Purchasing and Inventory - The Balanced Score Card: An Interactive approach for planning - The Effective Leadership Financial Management: - Finance for non Financial - Financial Analysis and Cost Analysis 3

4 - Skills of Reading and Analyzing Financial Statements to serve Decision Makers - Cash Flow Analysis Advanced Management and Quality Management: - Problem Solving and Decision Making - The Super Habits of Effective Managers - Building High Performance Work Teams - Communication Skills and the art of convincing others - The Innovative Manager: Awaken your Creative Mind - Total Quality Management (TQM) - Project Management - How to be a Successful Negotiator - Body Language HRM: - Personal Effectiveness: How to achieve your organizational and personal objectives successfully - Human Resource Management - How to Interview and Hire the Right People - Effective Change: Change before you have to - Skills of Technical Report Writing - Productivity Improvement: An analytical approach Training Management and NLP: - How to be an Effective Trainer: an Advanced Approach - Training of Trainers (TOT) - Training needs assessment: an analytical approach - Analyzing and evaluating the Return on investment in Human Resources - Neuro Linguistic Programming (NLP): a Contemporary Approach to manage Human Resources 4

5 4- RESEARCH ACTIVITIES AND PUBLICATIONS: MEMBERSHIP IN ACCREDITED PROFESSIONAL BODIES: # Year Membership in Membership type Research Coordinator (South West Asia)- Asian Accounting, Finance and Business Research Unit (AFBRU)- Cardiff Business School- University of Wales- UK Research Coordinator Arab Association of Business Administration- Cairo-Egypt Association for Computing Machinery (ACM)- Professional Membership No New York- USA Professional Member Professional Member INSTITUTIONAL SERVICE University Service. - Committee member. Institutional Research, Planning, and Effectiveness (IRPE) - Accreditation coordinator for AACSB - Curriculum Committee - Student Affairs Committee - Institute of Professional Development Committee Peer Reviewed Journals: 1- Marwan Abdeldayem An Examination of Social Disclosures by Islamic Banks: Evidence from UAE. The Journal of American Academy of Business, Cambridge Vol. 14, March

6 2- Marwan Abdeldayem and Mohannad Khanfar Consumer Expectation and Consumer Satisfaction Management: A Case Study from India. The Business Review, Cambridge Journal, Vol. 8, Num. 2, Mohammed N. A. Abdelhakim and Marwan M. Abdeldayem, "The role of Chief Knowledge Officer in higher education quality: A Case study from University of Dubai" European Journal of Scientific Research (EJSR) Vol. 35 No. 4,September 2009, pp Marwan Abdeldayem A Study of Customers Satisfaction with Online Shopping: Evidence from the UAE, has been accepted for publication in International Journal of Advanced Media and Communication (IJAMC), UK International Refereed Proceedings: - The Impact of the Egyptian Privatisation Programme on Financial and Operating Performance - A working paper submitted to the 14 th International Arab Conference for Training and Management Development- The 1 st Arab Regional IFTDO Conference, Management by Measurement, Cairo Sheraton: April "A Study of Entrepreneurship and the Normative Model of Fit: Evidence from the UAE"- The International Academy of Business & Public Administration Conference- Double Tree Hotel, Dalas, Texas, USA: April, 2009 Refereed Presentations (Not in Proceedings). - Abdelhakim M., Abdeldayem M. The role of Chief Knowledge Officer in higher education quality: A Case study from University of Dubai. International Network for Quality Research in-progress - Abdelhakim M., Abdeldayem M. Assessing the role of Chief Knowledge officer in academic program's accreditation process.international Network for Quality Assurance Agencies in Higher Education (INQAAHE) by the Commission. 6

7 - Abdelhakim M., Abdeldayem M., Marie A. Effectiveness of Islamic banking information systems. Effectiveness of Islamic banking information systems. - Financial and operating performance of Egyptian privatised companies. Will be submitted to the Journal of Business, Finance and Accounting, UK 5- REFEREES: 1- Prof. Y. Karbhari- (principal Ph.D. supervisor) Cardiff Business School Cardiff University Colum Drive Cardiff CF10 3EU UK Tel.: 0044 (0) Karbhari@cf.ac.uk 2- Dr. Hossam Abu Elaneen Chair of Management Department University of Dubai College of Business Administration P.O Dubai UAE Tel.: hossam973@yahoo.com 3- Prof. Ahmed Fahmy Galal Cairo University Faculty of Commerce Business Administration Dept. Giza Egypt Tel.: Ahmed_f_galal@hotmail.com 7

8 ABSTRACT AN EXAMINATION INTO THE IMPACT OF THE EGYPTIAN PRIVATISATION PROGRAMME: WITH SPECIAL REFERENCE TO FINANCIAL AND OPERATING PERFORMANCE Over the last two decades, many governments have argued that state ownership is inferior to private ownership and that privatisation is a way of improving corporate performance. Consequently, governments worldwide have strategically pursued economic policies aimed at transforming state-controlled organisations into market-oriented organisations. In the case of Egypt, 185 companies have so far been privatised. The first stage of the privatisation programme was launched in 1991 and was intended to restructure Egypt s economy. The Egyptian privatisation programme relied on six major factors (1) macroeconomic policies, (2) removal of subsidies and price controls, (3) foreign trade liberalisation, (4) labour law changes, (5) the establishment of a social fund for development and (6) the privatisation of the public sector. Therefore, the question that arises is the extent, if any, to which the Egyptian privatisation programme has improved the financial and operating performance of Egyptian privatised companies, but given the inherent difficulty of measuring the performance of privatised companies it is clearly going to be difficult to obtain conclusive answers to this question. However, the secondary data provided in this study, which relied on both the pre and post privatisation financial statements and annual reports of privatised companies, proved very useful and informative. In addition, the views of finance managers and senior managers of the privatised companies offer a useful starting point for an assessment of the impact of the Egyptian privatisation programme. This study therefore seeks to add to our knowledge of the privatisation phenomenon in developing countries in general, and Egypt in particular by undertaking a questionnaire survey and interview survey of a sample of some senior managers. Egypt is the focus of this study due to the considerable amount of privatisation that has taken place in this country. The study was undertaken in three stages. First, it was felt necessary to obtain a broad overview of the effect of the Egyptian privatisation programme on the financial and operating performance of certain privatised companies. This was achieved by analysing secondary data (i.e. the pre and post financial statements and annual reports of privatised companies that covered a 6-year period: 3 years before and 3 years after privatisation). The 60 companies that were included in the analysis were all privatised between 1991 and In analysing the secondary data, a similar approach was employed as that used in previous studies by Megginson, et al, (1994); Boubakri and Cosset, (1998) and D Souza and Megginson, (1999). Second, in an attempt to obtain a more precise understanding of the impact of privatisation, a controlled questionnaire survey was distributed to the finance managers of 56 privatised companies. Third, a series of semistructured interviews were undertaken with senior managers in 8 different privatised companies. The purpose of these interviews was to amplify the themes and issues that were raised from both the secondary data analysis and the questionnaire survey. 8

9 The secondary data of the privatised companies and the responses from both surveys were fully analysed, and revealed that the Egyptian privatisation programme led to an increase in companies profitability, operating efficiency, capital investment spending, output and payment of dividends, and decreased the employment and leverage of companies. In addition, a clear majority of the respondents believe that as a result of privatisation they now have more freedom and control over their activities. Also, privatisation has improved the process of accountability within their companies, increased the awareness of value for money amongst managers, increased the overall operational effectiveness of their companies, changed the attitudes of staff and increased the quality of financial accounting information. Finally, a significant number of managers feel that privatisation contributed to the introduction of new accounting methods, the clarity of company s goals and objectives, improved strategic and operational planning, increased consumer/marketing focus, improved product/service for customers, improved management decision making, and better work conditions. Overall, it is clear from the secondary data analysis and from the responses to both surveys that the Egyptian privatisation programme has brought about significant improvements in the financial and operating performance of the privatised companies. 9