 Re-examining the BMW-Rover affair: a case study of corporate, strategic and government failure?David Bailey and Alex De Ruyter International Journal of Automotive Technology and Management, 2012, vol. 12, issue 2, 117-136 Abstract: This paper analyses corporate and government strategies during the purchase, period of control and divestment by BMW of the car manufacturer Rover over the period 1994 to 2000. This paper examines three types of 'failure'. It views BMW's purchase of Rover as a 'corporate failure', with British Aerospace keen to sell Rover to raise cash and with BMW not realising the real condition of Rover. It then moves on to examine BMW's 'divide and rule' strategies with regard to working conditions and subsidy-seeking and its decision to sell Rover as an example of 'strategic failure'. Finally, it considers the 'hands-off' nature of British policy towards such transnational firms, and BMW in particular, as an example of 'government failure'. This paper concludes by raising the possibility of an EU-wide policy towards transnationals, especially in terms of monitoring the activities of such firms. Keywords: BMW; Rover; takeover; disinvestment; transnationals; strategic failure; monitoring; corporate failure; government failure; automobile industry; automotive manufacturing; UK; United Kingdom; government policy. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijatma:v:12:y:2012:i:2:p:117-136 Access Statistics for this article More articles in International Journal of Automotive Technology and Management from Inderscience Enterprises Ltd |
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