Foreign Subsidiary and Parents' Roles During Strategic Investment and Divestment Decisions

Michel Ghertman
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Michel Ghertman: Centre HEC-ISA

Journal of International Business Studies, 1988, vol. 19, issue 1, 47-67

Abstract: Empirical research is scarce to answer the concerns of governments, unions and public opinion at large, concerning how multinationals make decisions to restructure their international strategic portfolio or close plants overseas to ensure long-run competitiveness. Based on three in-depth analyses of different types of restructing decisions, the author concludes that the foreign subsidiaries seem to carry most of the decisionmaking effort for their own plant closures, while for strategic portfolio readjustments during which they change owners, they are not consulted.© 1988 JIBS. Journal of International Business Studies (1988) 19, 47–67

Date: 1988
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