英语论文网

ence, firms pursuing a different strategy will adopt an alternative structure (Chandler, 1962; Rumelt, 1974, in Whittington and Mayer, 2004: 1058). Second, the ‘political’ point of view argues that firms’ behaviour is often driven by non-economic factors, such as organisational politics. Hence organisational structure is determined by the relevant power of different stakeholders –according to their interests (Pfeffer, 1981, in Whittington and Mayer, 2004: 1058). Finally, the ‘national institutions’ perspective challenges the international applicability of a single model, arguing that the national context is crucial (Boissot and Child, 1996, in Whittington and Mayer, 2004: 1058).

 

Their comparative work in Germany and the UK for 1983 and 1993 includes the 100 largest firms by sales (Whittington and Mayer, 2004: 1066). Whittington et al. (1999) observe a trend towards Chandler’s proposed diversification in Germany, France and the UK. Related diversification in particular, appeared more common than conglomeration, even though this was mostly the case in the UK rather than Germany (Whittington et al., 1999: 538; 546).

 

(Data obtained from www.51lunwen.org, 2004: 1070)

 

Their findings offer strong support for the ‘economics’ perspective. More specifically, in the 1980’s, resistance to divisionalisation was associated with low diversification, while in the 1990’s, with conglomeration (Whittington and Mayer, 2004: 1076). Moving on, they tested the political influence on structure and how different ownership interests might distort economic logic. Their results suggest that neither banks, nor family-owners resisted the M-form to protect their interests and treasure their traditional roles (i.e. bankers traditional role of allocating capital). Only in Germany in the 1990’s government was found hostile to divisionalisation (Whittington and Mayer, 2004: 1077). Last but not least, their findings imply that despite signs of convergence, the M-form has not been readily accepted in any nation, not even Germany. In fact, the UK appears to be closer to the US than Chandler (1990) proposed (Whittington and Mayer, 2004: 1064; 1077). In conclusion however, the managerial enterprise seems to be the “final resting place of corporate development unlikely to be reversed” (Whittington et al., 1999: 546).

本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。