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Expatriate policies in British multinationals

Article Abstract:

A study of the human resource strategies of seven British multinational enterprises (MNEs) indicates that the companies employ large numbers of British national expatriates for several reasons including: control, specific technical expertise, and career development. To avoid expatriate failures, British MNEs have developed expatriate policies addressing five areas including: selection/recruitment criteria; pre-departure briefing; and compensation packages. The study finds that the failure rate of British expatriates in foreign assignments is much lower than that of US national expatriates with US MNEs due to: the greater international mobility of British expatriates; more effective expatriate policies; and, possibly, lower performance standards in British MNEs.

Human resource management, International business enterprises, Multinational corporations, Management

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Strategic restructuring through international acquisitions and divestments

Article Abstract:

The international acquisition strategies of six successful British engineering firms were examined to determine what critical factors could be identified as being common to their restructuring strategies. It was observed that each of the companies studied had set long-term strategic goals prior to embarking on their acquisition strategies. Their strategies were similar in that they were essentially incremental in nature, involving numerous small acquisitions that required little borrowing, as opposed to expensive major-shot acquisitions. Significantly, all six companies chose to focus on acquisitions of businesses related to their core operations, while also opting to divest non-core businesses to fund their acquisitions.

Engineering services, Case studies, International aspects, Engineering firms, Strategic planning (Business)

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Successful growth by acquisition

Article Abstract:

British companies that have successfully grown through acquisition in the 1980s are examined. The philosophies, actions, and motivations of decision makers are compared, and results indicate that the ability to motivate subsidiary company management is critical to future success.

Research, Management research

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